This concluded that employee motivation would be

This review discussed about human
resource management (HRM) and its important factors such as training,
motivating employees, job satisfaction and so on. In the past, leaders and
economists have considered human resource management as an operating cost, instead
of a “source of values” to their companies (Raymond, John, Barry & Patrick,
2016, p.8). However, according to Raymond & John, their research has proven
that by influencing employees and their performance, human resource management
contributes to successes of organization with respect to “quality,
profitability, and customer satisfaction”.  Human can be a “sustainable competitive
advantage” because it is valuable, rare, not imitated and has no good
substitutes (Raymond, John, Barry & Patrick, 2016, p.5). In HRM, managing
performance takes an indispensable role, which includes evaluating and ensuring
employees doing their tasks according to predetermined standards together with planned
goals or job descriptions. The performance can be measured through “observable
behaviors” (for example, submitting tasks on time), outcomes (number of
contracts signed) or both (Raymond, John, Barry & Patrick, 2016, p.9).

Motivating employees

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               In HRM,
it is undeniable that motivating employees is always a headache issue for
management. Three theories are pointed out here to discuss this aspect.
Firstly, this part mentioned to McGregor’s Theory X and Theory Y. In particular,
Theory X is a negative opinion with the prejudice that employees feel
demotivated, they hate work, deny the responsibility, and need strict control for
effective performance”. In contrast, theory Y is “a positive view” that expects
workers to enjoy work, be responsible, and have self-management. McGregor
believed that Theory Y assumptions should be used in management and concluded
that employee motivation would be optimized by higher decision making authority,
challenging jobs and good interpersonal relationships (Stephen & Mary,
2012, p. 432). The next theory is Herzberg’s Two-Factor Theory. This
theory proposes that “intrinsic factors are related to job satisfaction, while
extrinsic factors are associated with job dissatisfaction”. In particular, after
Frederick’s research, he has drawn that the answers people gave when they were
satisfied about their jobs were significantly different from the answers they
gave when they were dissatisfied. When they felt good about their work, they
were more likely to “cite intrinsic factors arising from the job itself” such
as achievement, recognition, and responsibility…On the other hand, when there
was dissatisfaction, they tended to “cite extrinsic factors arising from the
job context” (company policy, supervision, interpersonal relationships, working
conditions, administration) (Stephen & Mary, 2012, p. 433). HNN(1 The last theory Three – Needs Theory. David
McClelland said that there are three major motives in work. They include “the
need for achievement” – the employees want recognition, good results,
compliment; “the need for power” – “the need to make others behave in a way
that they would not have behaved otherwise”. “the need for affiliation”- good
relationships with colleagues, bosses,..(Stephen & Mary, 2012, p. 434).

 HNN(1Thêm
v? ?ng d?ng c?a theory này. Check paraphrase

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