ASSIGNMENT 2 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 4: Leadership and Management (5036)

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Student name Ngo Tan Hoang Hieu Student ID Nguyen Huu Nam Phuc

Class GBD1007A Assessor name GBD210622

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Contents
I. Introduction ................................................................................................................................................. 5

II. Motivational strategy ................................................................................................................................. 5

2.1 Definition of motivation ....................................................................................................................... 5

2.2 Content theories .................................................................................................................................... 6

2.2.1 Maslow’s hierarchy of needs theory .............................................................................................. 6

2.2.2 Herzberg’s two factor theory ......................................................................................................... 8

2.2.3 McClelland’s achievement motivation theory ............................................................................. 10

2.3 Process theories .................................................................................................................................. 11

2.3.1 Expectancy theory – Vroom ........................................................................................................ 11

2.3.2 Equity theory – Adams ................................................................................................................ 13

2.3.3 Goal theory – Locke ..................................................................................................................... 15

2.4 Impacts of motivation on organizational performance ....................................................................... 16

2.4.1 Example ....................................................................................................................................... 18

2.5 Propose ............................................................................................................................................... 18

III. Performance management for continuous improvement ........................................................................ 19

3.1 Definition of PM ................................................................................................................................. 19

3.2 Difference approach of performance management............................................................................. 20

3.2.1 Tradition approach ....................................................................................................................... 20

3.2.2 Continuous approach.................................................................................................................... 21

IV. Conclusion.............................................................................................................................................. 22

V. Reference ................................................................................................................................................. 22

Figure 1: Maslow’s hierarchy of needs model (Basic Article, 2021) ............................................................ 6

Figure 2: Herzberg’s two factor theory (Herzberg et al., 2021) ..................................................................... 8
Figure 3: McClelland (McClelland, 1988) ................................................................................................... 10
Figure 4: Vroom’s Expectancy Theory of Motivation (Paper Tyari, 2019) ................................................ 12
Figure 5: Adams’ Equity Theory diagram (Chapman, 2004) ...................................................................... 13
Figure 6: Locke’s Goal Setting Theory (Lucidity, 2021) ............................................................................. 15
Figure 7: Benefits of motivation for employees and organization (Klynn, 2021) ....................................... 16
Figure 8: How to recognize team achievement (Michelle Bennett, 2021). .................................................. 19
Figure 9: Benefits of performance management .......................................................................................... 20
I. Introduction
Qualcomm is an American multinational corporation headquartered in San Diego, California, and incorporated in
Delaware. It creates semiconductors, software, and services related to wireless technology. It owns patents critical
to the 5G, 4G. Qualcomm designs and manufactures digital wireless telecommunication products and services.
The company offers integrated circuits and system software for wireless mobile devices. Its product offerings
include radio frequency transceiver, consumer wireless products, modems, processors, power management and
wireless connectivity integrated chipsets. The company’s products find applications in mobile phones, laptops,
handheld wireless computers, data modules, gaming devices, infrastructure equipment, routers, access points,
gateway equipment, desktop computers, and IoT devices. The company has business presence in Brazil, China,
France, Germany, India, Indonesia, Japan, Mexico, South Korea, the UK, and the US. Qualcomm is headquartered
in San Diego, California, the US (Qualcomm, 2022).

II. Motivational strategy

2.1 Definition of motivation

Motivation is at the basis of all organizational activity. The study of motivation is concerned with why
people behave in a certain way and do what they do.

Mitchell (1982) defines motivation as ‘the degree to which an individual wants and chooses to engage in
certain specified behaviors’.

The Chartered Management Institute (2015) refers to motivation as the process of creating incentives and
contexts that prompt individuals to action. In a workplace context this involves employee incentives to
perform to the best of their ability.

Competing theories of motivation

The complexity of motivation and lack of a ready-made solution or single answer for motivating people at
work gives rise to many competing theories. These theories may all be at least partially true and help to
explain the behavior of certain people at certain times. They show there are many motives that influence
people’s behavior and performance.

Collectively, the different theories provide a framework within which to direct attention to the problem of
how best to motivate staff to work willingly and effectively. These different theories of motivation are
usually divided into two contrasting approaches: content theories and process theories.

The manager must judge the relevance of these different theories, how best to draw upon them, and how
they might effectively be applied in particular work situations.
2.2 Content theories
Content theories attempt to explain those specific things that actually motivate the individual at work.

These theories are concerned with identifying people’s needs and their relative strengths, and the goals
they pursue in order to satisfy these needs.

Content theories place emphasis on the nature of needs and what motivates. Major content theories of
motivation include:

1. Maslow’s hierarchy of needs model;

2. Herzberg’s two-factor theory;
3. McClelland’s achievement motivation theory.

2.2.1 Maslow’s hierarchy of needs theory

Figure 1: Maslow’s hierarchy of needs model (Basic Article, 2021)

Theory explanation

There are five main levels to Maslow’s hierarchy of needs. These levels begin from the most basic needs
to the most advanced needs. Maslow originally believed that a person needed to completely satisfy one
level to begin pursuing further levels. A more modern perspective is that these levels overlap. As a person
reaches higher levels, their motivation is directed more towards these levels. However, though their main
focus is on higher levels, they will still continue to pursue lower levels of the hierarchy but with less
intensity.

• Physiological needs: Physiological needs are the lowest level of Maslow’s hierarchy of needs.
They are the most essential things a person needs to survive. They include the need for shelter,
water, food, warmth, rest, and health. A person’s motivation at this level derives from their instinct
to survive.

• Safety needs: Safety, or security needs, relate to a person’s need to feel safe and secure in their life
and surroundings. Motivation comes from the need for law, order, and protection from
unpredictable and dangerous conditions.

• Love and belonging needs: Humans are social creatures that crave interaction with others. This
level of the hierarchy outlines the need for friendship, intimacy, family, and love. Humans have the
need to give and receive love; to feel like they belong in a group. When deprived of these needs,
individuals may experience loneliness or depression.

• Esteem needs: Esteem needs are related to a person’s need to gain recognition, status, and feel
respected. Once someone has fulfilled their love and belonging needs, they seek to fulfill their
esteem needs. Maslow broke up esteem needs into two categories:

• The need for respect from others which relates to achieving fame, prestige, and recognition.

• The need for respect from oneself which relates to dignity, confidence, competence,
independence, and freedom.

• Self-actualization needs: Self-actualization relates to the realization of an individual’s full

potential. At this level, people strive to become the best that they possibly can be. The need for
self-actualization can manifest in different ways, such as:
 • Obtaining skills

• Continued education

• Utilizing skills, knowledge, and talents

• Pursuing life dreams

• Seeking happiness

2.2.2 Herzberg’s two factor theory

Figure 2: Herzberg’s two factor theory (Herzberg et al., 2021)

Theory explanation
Herzberg’s two-factor theory outlines that humans are motivated by two things: motivators and hygiene
factors. These two factors are both critical to motivation: motivators encourage job satisfaction and
hygiene factors prevent job dissatisfaction.

Hygiene or maintenance factors:

 Factors that are not related to workplace satisfaction but must be present in the workplace in order
to prevent dissatisfaction.
 Hygiene factors cover extrinsic needs such as pay grade, workplace policy and relationships with
their peers.

Motivation factors:

 Factors that are related to workplace satisfaction. They cover intrinsic needs such as achievement,
recognition, and advancement.
 Motivation factors allow employees to be content in their jobs and promote growth.
2.2.3 McClelland’s achievement motivation theory

Figure 3: McClelland (McClelland, 1988)

Theory explanation

McClelland believes that every individual has these three types of motivational needs irrespective of their
demography, culture, or wealth; but people differs in the degree to which the various needs motivate their
behavior. These motivation types are driven by real-life experiences and the views of their ethos.

The three needs significantly influence the behavior of an individual, which is useful to understand from a
managerial context.

• The need for power:

 The need for power is concerned with influencing others and winning arguments. People with high need
for power derive satisfaction from being in position of influence and control. To motivate such people
positions of power and authority should be given to them.

• The need for affiliation:

Some people need and desire friendly and close interpersonal relationships. People dominated by such
need are interested in jobs that provide opportunities for social interaction.

• The need for achievement:

Some people have high achievement motivation. They want to excel to achieve standards and strive to
succeed. Such people should be given tasks and powers enabling them to utilize their potential effectively.
Opportunities would help them to strive for higher achievements.

2.3 Process theories

Process theories attempt to identify the relationships among dynamic variables that make up motivation
and actions required to influence behavior.

These theories are concerned more with the actual process of motivation and how behavior is initiated,
directed and sustained. Many of the theories cannot be linked to a single writer, but major approaches and
leading writers under this heading include:

1. Expectancy theory – Victor Vroom;

2. Equity theory – Stacy Adams;
3. Goal theory – Edwin Locke.

2.3.1 Expectancy theory – Vroom

Theory explanation:

Vroom's formula for determining personal motivation:

Motivation = Σ(Expectancy X Instrumentality X Valence)

Motivation =
 Figure 4: Vroom’s Expectancy Theory of Motivation (Paper Tyari, 2019)

The theory states that

 The intensity of a tendency to perform in a particular manner is dependent on the intensity of an

expectation that the performance will be followed by a definite outcome and on the appeal of the
outcome to the individual.
 Employee’s motivation is an outcome of how much an individual wants a reward (Valence), the
assessment that the likelihood that the effort will lead to expected performance (Expectancy) and
the belief that the performance will lead to reward (Instrumentality).

Valence: How much they value the potential rewards associated with the specific results or behaviors

Expectancy: How much they believe that their additional effort will help them achieve the target results
of behaviors

Instrumentality: the faith that if they perform well, then a valid outcome will be there. Instrumentality is
affected by factors such as believe in the people who decide who receives what outcome, the simplicity of
the process deciding who gets what outcome, and clarity of relationship between performance and
outcomes.
2.3.2 Equity theory – Adams

Figure 5: Adams’ Equity Theory diagram (Chapman, 2004)

Theory explanation

Adams’ equity theory says that people want fair compensation (outputs) for their contributions (inputs)
across the working population of which they are members. When this is the case, individuals may remain
motivated. When it ceases to be the case, individuals may cease to be motivated.

The theory is based on the following assumptions:

 Individuals make contributions (inputs) for which they expect certain rewards (outcomes).
 To validate the exchange, an individual compares his input and outcomes with those of others and
try to rectify the inequality.

There are three types of exchange relationships that arise when an individual input/outcomes are
compared with that of the other persons.
Overpaid Inequity: When an
individual perceives that his outcomes
are more as compared to his inputs, in
relation to others.

Underpaid Inequity: When an

individual perceives that his outcomes
are less as compared to his inputs, in
relation to others.

Equity: An individual perceives that

his outcomes in relation to his inputs
are equal to those of others

A feeling of inequity causes tension, which is an unpleasant experience. It motivates the person to remove
or to reduce the level of tension and perceived inequity.

The magnitude of perceived inequity determines the level of tension and strength of motivation. Adams
identifies six broad types of possible behavior as consequences of inequity:

 Changes to inputs
 Changes to outcomes
 Change self perception
 Leaving the field
 Acting on others
 Changing the object of comparison
2.3.3 Goal theory – Locke

Figure 6: Locke’s Goal Setting Theory (Lucidity, 2021)

Theory explanation

The theory states that specific and challenging goals along with appropriate feedback contribute to higher
and better task performance.

The willingness to work towards attainment of goal is main source of job motivation. Clear, particular and
difficult goals are greater motivating factors than easy, general and vague goals.

According to Locke's goal-setting theory, there are five main principles of setting effective goals:

 Clarity: Goals must be clear and specific. When employees understand project objectives and
deadlines, there is much less risk for misunderstandings.
  Challenge: Goals should be sufficiently challenging to keep employees engaged and focused while
performing the tasks needed to reach each goal. Goals that are too tedious or easy have a
demotivating effect and will, therefore, result in less achievement satisfaction
 Commitment: Employees need to understand and support the goal they are being assigned from the
beginning. If employees don't feel committed to the goal, they are less likely to enjoy the process
and ultimately achieve the goal.
 Feedback: Feedback is an important component of the goal-setting theory. Regular feedback
should be provided throughout the goal-achieving process to ensure tasks stay on track to reach the
goal.
 Task complexity: Goals should be broken down into smaller goals. Once each smaller goal is
reached, a review should be performed to update the employee on the overall progress towards the
larger goal.

2.4 Impacts of motivation on organizational performance

Figure 7: Benefits of motivation for employees and organization (Klynn, 2021)

Effective organizational performance is dependent upon human activity and the efforts of members of
staff. The more highly motivated the workforce the more likely success of the organization in achieving its
goals and objectives. Improving workplace motivation has a number of benefits, including these top five
outcomes:
 1. Increased performance

A motivated employee will put forth their best effort and generally perform at higher levels.

2. Increased employee engagement

Higher levels of motivation generally translate into employees who are more engaged with their work.
This means that companies will see:

 Decreased turnover and absenteeism

 Healthier relationships among coworkers
 Improved customer service
3. Increased job satisfaction

Employees who show higher levels of motivation also report higher levels of job satisfaction. Employees
who are more satisfied are more efficient, have higher levels of productivity and care more about what
they’re doing.

4. Increased creativity, innovation, and problem-solving

Motivated employees exhibit higher levels of creativity and innovation and are better problem-solvers.
Because they work with greater passion and feel connected to the work they’re doing, they put more
energy into these activities.

In the face of challenges, motivated employees take on new behaviors and are creative and flexible in
looking for workarounds. As a result, they are able to move past inconveniences.

5. Increased employee well-being

Employees who are motivated report higher states of well-being and better mental fitness. When they are
energized and excited to do their work, their physical and mental health improves.

In fact, this relationship becomes cyclical. Higher motivation leads to an increased sense of well-being. At
the same time, improving employee well-being leads to higher levels of motivation.
2.4.1 Example
In order for each organization or company to carry out proper production and acquire proper sales the
employees should be well motivated. Motivation of employees leads to high yields in the Company since
the employees are satisfied in what they do and will therefore do it well. Qualcomm uses the following
methods in order to ensure that their employees are well motivated:

Work Life Balance: The Company ensures that the employees are comfortable in the way they live their
life whether at work or at home. They encourage the employees to balance their family life and their
working life and ensure that all sides are well taken care of. In order to accomplish this Qualcomm
encourages their employees to build a downtime in their schedule, to drop those activities that sap their
time and energy, to always get moving, to rethink their errands and to always put in mind that a little
relaxation goes a long way (Qualcomm, 2022).

Benefits: Offering benefits is a very strategic way of motivating employees in an organization. The
employees feel that their work is appreciated and there is security for their jobs. Qualcomm take their
employees very seriously and they ensure that each and every one of them is well secured in their
professional and family life as well. Some of the benefits they give to their employees include adoption
assistance, dependent care and healthcare reimbursement accounts, dental plan, tuition, matching grant
program, , sick leave, employees stock purchase plan, vacations and medical plans. This tends to be
another advantage why Qualcomm is said to be among the best working places in United States
(Qualcomm, 2022).

Virtual Work: Virtual work has always encouraged self reliance, self motivation and given employees
ability to tolerate ambiguity. Qualcomm is one of the organizations well known for use of virtual work as
a motivational strategy. This has helped employees to become more committed in their work and thus
increase the level and quality of production. Virtual work also encourages team work and sharing of ideas
and this brings about a stronger team at the work place (Qualcomm, 2022).

2.5 Propose motivation strategy for Qualcomm

In Qualcomm workplace, there is still lack of motivation of employees. To motivate employees at
workplace, I would like propose a motivation strategy that called “celebrating milestones at work”. With
this strategy, it will increase productivity of the company.
Hong Phuc (2022) stated that: “Any celebration, big or small, is really about taking a beat to notice the
good stuff in your life. It can also be a reminder of our talents and abilities, skills, and persistence.
Drawing on those things can motivate us to keep working toward our goals.”

Celebrating milestones at work should go beyond years of service and employee recognition programs.
Establishing milestones and recognizing team achievements when they’re met should also be a reason to
celebrate.

Figure 8: How to recognize team achievement (Michelle Bennett, 2021).

III. Performance management for continuous improvement

3.1 Definition of PM
Performance management is a continuous process of identifying, measuring, and developing the
performance of individuals and teams and aligning performance with the strategic goals of the
organization (Aguinis, 2009, p. 3). Also, performance management includes 6 purposes: Strategic
purpose, Administrative purpose, Communication purpose, Developmental purpose, Organizational
 purpose and Documentation purpose.

Figure 9: Benefits of performance management

3.2 Difference approach of performance management

3.2.1 Tradition approach

This is a conventional approach that looks at performance management as the set of activities that
examines an employee’s performance over the year. It aims to measure an employee’s performance over
the year, at the end of which an employee receives an appraisal letter. Some would define it as an annual
appraisal cycle. The performance assessment is usually confined to salary revisions and bonuses. There is
minimal room for any kind of progress dialogue to take place.

For example: Qualcomm provides employees with frequent opportunities to share their feedback on what
it’s like for them to work here. They conduct full census climate surveys as well as quarterly pulse
surveys. Every employee receives at least one survey per year to ensure annual engagement and feedback
across the company and measure progress.

Each survey also includes a relevant focus area, such as inclusion, skill development, or recognition.
Based on the feedback of employees, different initiatives and programs are created and implemented to
address any areas of improvement. For example, since selecting Career Progression as a company-wide
focus area, a cross functional team led by a Senior Vice President of Engineering has curated data-driven
resources, content, and presentations for the global employee population. Qualcomm have since seen
scores improve quarter over quarter regarding career development and how managers provide
developmental feedback.
In the most recent full census survey, 80 percent of employees provided simultaneous feedback covering
13 areas such as inclusion, job fulfillment and leadership. To continually evolve, focus and improve our
work climate, we develop different workstreams---led at executive level—to respond to the results of our
climate surveys and address any areas of opportunities. Employee sentiment is vigorously and continually
tracked, and we are pleased to see high engagement scores as demonstrated by the high satisfaction in the
below areas.

3.2.2 Continuous approach

Continuous performance management, in a human resource (HR) management context, is the supervision
of an employee’s performance through one-on-one discussions and ongoing feedback from supervisors
during regularly scheduled check-ins. It occurs more often, offers more flexibility and is less formal than
the traditional, annual employee appraisal process, although both types of evaluations are aimed at
improving performance and monitoring personal and organizational goals.

For example: Adobe Inc was the first well-known organization to adopt continuous performance
management. Adobe calculated that managers were spending about 80,000 hours a year on performance
reviews, only to have employees report that they left those reviews demoralized and turnover was
increasing as a result. Seeing a system that only produced negatives, Adobe’s leadership team made a bold
leap into a performance management system that began by training managers how to perform more
frequent check-ins and offer actionable guidance, then the company gave managers the leeway they
needed to effectively lead. Management was given much more freedom in how they structured their
check-ins and employee review sessions, as well as more discretion in salaries and promotions.
Employees are often contacted for ‘pulse surveys’ – a way for the leadership team to make sure that
individual managers are leading their teams well. One of the many positive results of this has been a 30%
cut involuntary turnover due to a frequent check-in program.
IV. Conclusion
This report include research different motivational theories and the impacts of motivation on
organizational performance, produce a detailed and comprehensive motivational strategy for the potential
client company, assess how leadership and management approaches have been applied for continuous
improvement in different business situations and make recommendations for the potential client company
to further improve performance management ensuring continuous improvement.

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