ASSIGNMENT 1 FRONT SHEET
Qualification BTEC Level 4 HND Diploma in Business
Unit number and title Unit 20: Organizational Behavior
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I. Introduction
As a manager at a Vietnamese organization, I intend to utilize insights from personality and self-
awareness to enhance management efficiency and foster a productive workforce. Utilizing the
Big Five Personality model, it is crucial to analyze personality traits and characteristics,
evaluating their positive and negative impacts on management practices and organizational
performance. Additionally, understanding how cognition is shaped by personality, past
experiences, expectations, and learning is essential, including the recognition of cognitive biases
such as stereotyping and unconscious bias. Moreover, applying both content and process
theories of motivation will be instrumental in cultivating a productive work environment that
supports strong interpersonal and professional relationships within the organization.
The report is structured into two main sections: the first part focuses on personality analysis
and self-perception, discussing the attributes of the Big Five Personality Model and their
influence on managerial practices. This section also delves into individual cognition, examining
factors that shape perception and cognitive biases. The second part emphasizes the application
of motivational theories to enhance and sustain workforce performance, encompassing both
content and process theories. Finally, the report concludes by summarizing key points and
highlighting the significance of personality and perception in effective management.
II. Reflect on your personality traits and attributes to see how they have a positive
and negative impact on pnj's management approach and performance
2.1 Overview of PNJ
Full name: Phu Nhuan Jewelry Joint Stock Company
Stock code: PNJ
Headquarter: 170E Phan Dang Luu, Ward 3, Phu Nhuan District, Ho Chi Minh City
Website address: [Link]
PNJ is Vietnam's leading brand in the production and retail of jewelry crafted from gold, silver,
and precious stones. The company was founded on April 28, 1988, initially named Phu Nhuan
Jewelry and Jewelry Store, and began its operations with a team of 20 employees. It was
subsequently reorganized into the Phu Nhuan Gold and Silver Fine Arts Overseas Remittance
Company, under the Phuong Hoang gold bars brand. In 1992, it was renamed Phu Nhuan
Jewelry Company. By 1994, PNJ had opened its first branch in Hanoi, marking the beginning of
its nationwide expansion strategy. In January 2004, the company transitioned to its current
name, Phu Nhuan Jewelry Joint Stock Company, with a charter capital of 40 billion VND.
Vision: To become Asia's leading company in jewelry manufacturing and retailing products that
honor beauty, reaching out to the world.
Mission: PNJ is constantly innovating to bring exquisite products with real value to honor the
beauty of people and life (PNJ website, 2023).
Core values: Integrity for longevity - Steadfast adherence to goals - Care for mutual
development - Dedicated to customers - Pioneering to make a difference (PNJ website, 2023)
Structure of ownership and shareholders:
PNJ's shareholder structure is divided between foreign and domestic investors, with ownership
ratios of 31.51% and 68.49%, respectively. Among the foreign investors, LGM Investments Ltd
holds 4.00%, Route One Investment owns 3.94%, Vietnam Enterprise Investment Limited has
3.55%, Dragon Capital possesses 3.53%, and Deutsche Bank AG holds 1.88%. Additionally, other
foreign investors collectively own 14.61%. On the domestic front, the Chairwoman of the Board
of Directors, Ms. Cao Thi Ngoc Dung, and her family hold a 15.46% stake, making them the
largest shareholders. Other domestic investors account for the remaining 53.03% of ownership.
This distribution highlights the significant interest PNJ attracts from both international and local
investors. The relatively high percentage of shares owned by foreign investors underscores the
strong potential for PNJ's development in the eyes of the international market. It signifies
confidence in the company's growth trajectory and operational success. Furthermore, the
15.46% stake held by Ms. Cao Thi Ngoc Dung and her family not only identifies them as the
largest shareholders but also reflects their deep commitment and responsibility towards the
company's ongoing development and strategic direction. Meanwhile, the substantial 53.03%
ownership by other domestic investors indicates robust trust and confidence from the local
market in PNJ's prospects. This widespread domestic investment support showcases the
company's solid reputation and reliable performance within Vietnam, underscoring its strength
and appeal in the domestic market
Overview of financial activities over the past 3 years:
PNJ's business results from 2019 to 2021 show that the company has had good development,
especially in revenue. Specifically, net revenue reached 17,001 billion VND in 2019, increased to
17,511 billion VND in 2020 (up 3% compared to 2019) and reached 19,547 billion VND in 2021
(up 11.7% compared to 2020), with a Average annual growth is about 8.3%. This shows that
PNJ's business activities are growing strongly. However, profit after tax fluctuated: in 2019 it
reached 960 billion VND, increased to 1,194 billion VND in 2020 (up 24.2% compared to the
previous year), but decreased to 1,029 billion VND in 2021 (down 13.8% compared to 2020).
This decrease may be due to the impact of the COVID-19 pandemic, causing social distancing
and travel restrictions, affecting PNJ's business operations. Overall, PNJ's business results during
this period were quite good, although profits fluctuated due to the impact of the pandemic. In
the years 2019-2021, PNJ also expanded its store network, promoted online sales, developed
new products, and expanded into international markets, showing future development potential.
However, the company needs to continue to closely monitor the market situation and have
appropriate strategies to respond to market fluctuations.
2.2 The definition and importance of personality and perception for effective managerial
relationships
Personality has been a significant focus across different research contexts, especially recently,
with a renewed emphasis on how personality traits influence behavior in the workplace
(Funder, 2001). This renewed interest is particularly evident in the study of personality traits
among leaders and their subordinates. According to a recent meta-analysis on leadership traits,
extraversion, openness, and conscientiousness are positively associated with effective
leadership, whereas neuroticism is negatively associated (Judge, Bono, Ilies, & Gerhardt, 2002).
The importance of personality in management relationships in the PNJ organization
The manager's personality profoundly impacts employee trust, motivation, and alignment with
organizational culture at PNJ. By embodying traits that resonate with PNJ's values and
objectives, managers contribute to a harmonious workplace environment conducive to both
individual and collective success.
Establishing trust and fostering respect: The personality of a manager significantly influences
how employees perceive trust and respect within the organization. Managers characterized by
integrity, honesty, and reliability naturally earn the trust of their team members. This trust is
particularly crucial at PNJ, where the company's reputation and product quality are pivotal to its
success, emphasizing the importance of cultivating internal trust.
Motivating and developing employees: A manager's personality plays a pivotal role in their
ability to inspire and nurture employees. Managers who exhibit compassion, empathy, and a
visionary outlook create an environment where employees feel valued and encouraged to
enhance their skills. Given PNJ's focus on human resource development, it is essential for
managers to effectively motivate and guide their teams towards achieving both personal and
organizational growth.
Aligning with company culture: PNJ places a strong emphasis on its organizational culture as a
cornerstone of its achievements. Managers should embody PNJ's core values such as
responsibility, solidarity, and creativity to foster a cohesive work environment aligned with the
company's vision and mission. This alignment ensures consistency in operations and reinforces
PNJ's cultural identity throughout the organization
Perception, in psychology, involves the process of interpreting information gathered through the
senses (Heffner, n.d.). Psychological theories highlight the direct correlation between behavior
and perception, as well as the influence of societal differences (Bond & Forgas, 1984). Andrews
and Withey (1976), influential in psychology education, theorized on how societies are shaped
by social indicators such as people, quality of life, and culture, illustrating how perception varies
across societies. Each individual perceives the world uniquely based on their cognitive
interpretations and psychological processes. Moreover, empirical theories suggest that
perception can serve as a motivating factor and enhance productivity (Calder & Staw, 1975).
2.3 The 5-Factor Model Of Personality in PNJ
Several authors argue that there is strong empirical support for a 5-factor model of personality
traits (Digman & Inouye, 1986; Digman & Takemoto-Chock, 1981; Fiske, 1949; Goldberg, 1989;
McCrae & Costa, 1987; Norman, 1963; Tupes & Christal, 1961). Multiple exploratory factor
analyses consistently demonstrate that this model meets stringent criteria, showing robustness
across various targets (Norman, 1963; Tupes & Christal, 1961), observers (Fiske, 1949; Tupes &
Christal, 1961), and methods of factor extraction and rotation (Goldberg, 1989). Furthermore,
several studies indicate that the 5-factor model effectively explains correlations among
unbiased samples of personality inventory scales (Amelang & Borkenau, 1982; Borkenau &
Ostendorf, 1990; McCrae & Costa, 1987; Noller, Law & Comrey, 1987), as well as the factor
structure of the California Q-set (McCrae, Costa & Busch, 1986). Given the convergence of
results from numerous exploratory factor analyses, there is robust initial support for employing
confirmatory factor analysis to validate the 5-factor model identified in these exploratory
studies. Mulaik (1987) suggests that exploratory factor analysis functions as a "hypothesis-
generating method, providing insights for formulating hypotheses" (p. 302). However, he
underscores the importance of confirming these hypotheses with additional data, asserting that
confirmatory factor analysis logically follows exploratory analysis to further establish the
reliability and applicability of the model (Mulaik, 1987, p. 302).
At Phu Nhuan Jewelry Joint Stock Company (PNJ), corporate culture is a cornerstone alongside
production and business strategies. The company embraces the Big Five model in managing
corporate behavior. Over its 26-year history, PNJ has cultivated a distinct cultural identity
known as the "PNJ Common Home". Within this culture, every PNJ member upholds discipline
and responsibility, demonstrating a professional and organized approach infused with
compassion. Team members collaborate, support one another, and continuously strive to
enhance their skills and professionalism through information exchange and encouragement.
PNJ values and rewards individual efforts with tangible rewards, spiritual support, and
advancement opportunities, serving as role models within the organization and beyond. Central
to the creation of this unique culture are PNJ's core values: Responsibility, Honesty, Quality,
Innovation, and Creativity. These values act as guiding principles in all decisions and initiatives,
ensuring cohesion and standardization in both professional conduct and personal life across
PNJ's workforce. Overall, PNJ fosters a culture of inclusivity and unity through its "PNJ Common
Home", where each member contributes to the company's growth and success while upholding
shared values and behaviors.
PNJ's culture and core values are deeply ingrained across its business operations, customer
interactions, investor and partner relationships, and community engagements, especially
evident in its internal employee activities. The company regularly organizes a variety of
initiatives aimed at enhancing the well-being of its workforce, including health care programs
and activities that improve both the material and spiritual aspects of employees' lives. PNJ
fosters pride and solidarity among its members through frequent team-building workshops,
themed activities, youth forums, cultural performances, sports competitions, PNJ family
festivals, and the establishment of health care clubs within the company. These efforts not only
strengthen internal cohesion but also contribute to a supportive and inclusive work
environment. The PNJ culture instills a strong sense of responsibility among its staff towards
themselves, society, and the community. Employees are encouraged to uphold values such as
respect for the law and the principles of Humanity, Ceremony, Righteousness, Wisdom, and
Credibility. PNJ is often likened to a nurturing institution where individuals are valued not only
for their contributions but also for their personal growth, respect, and compassion.
[Link]
2.4 Definition and characteristics of the 5 personalities in the Big 5 model
The 5 Personality Model is an important tool for assessing the different personality aspects of a
candidate and determining whether the candidate is truly suitable for the job or the company.
The five core factors are: extraversion, agreeableness, openness, conscientiousness, and
sensitivity.
Openness: Characteristics of this personality are focused on imagination and insight. People
with the above characteristics often tend to be inquisitive and curious about everything around
them. They are truly creative, always ready to learn new things and focused on overcoming
challenges. People who score high in this trait tend to be exploratory and creative, whereas
people with low scores tend to work in a traditional way and often avoid accepting new ideas.
Conscientiousness: This trait is often described by phrases such as thoughtfulness, anger
control, and clear goals. If you are a conscientious person, you are often thoughtful, pay
attention to details, prepare carefully, prioritize tasks that you consider important, and enjoy
your own schedule. On the contrary, individuals with low conscientiousness often do not like to
follow patterns and schedules, they do not care about everything, are somewhat careless and
somewhat indiscriminate.
Extroversion: When it comes to extroversion, we often think of factors such as excitement,
sociability, love of talking, assertiveness and showing a lot of emotions. A true extrovert is a
person who is very comfortable and energetic when participating in social activities, enjoys
being the center of attention, is the one initiating conversations, and feels active when in public.
around everyone.
Agreeableness: Trust, altruism, kindness, and sympathy are the basic characteristics of
agreeableness. In other words, it is a characteristic that measures how well you get along with
others. Are you considerate, kind, and trying to get along? People with this personality type are
often friendly, cooperative, and enthusiastic. But people who are not pleasant people are often
difficult to approach and care very little about other people's problems.
Neuroticism: Also known as a measure of emotional stability. Sensitive people tend to be sad,
moody, and emotionally unstable. People with a high index of this personality often experience
emotional instability and negative emotions
2.5 The 5-Factor Model Of Personality in PNJ
At PNJ, the Big Five personality model has been fundamental in shaping our organizational
management and behaviors. PNJ's cultural ethos is defined by five core values: Trust,
emphasizing credibility and expertise maintenance; Standards, rooted in respect for principles
and exemplary conduct; Innovation readiness, consistently pursuing innovation, modernity, and
sophistication; Sustainability, focusing on long-term benefits; and Humanity, promoting virtue,
empathy, understanding, and solidarity. PNJ sets high ethical standards for its employees,
including adherence to laws and internal regulations, loyalty prioritizing PNJ's interests, honesty,
fairness, integrity, dedication, initiative, compassion, teamwork, and active community
engagement. PNJ's conduct standards highlight respect for business partners, compliance with
legal and internal norms, dedication, whole-hearted effort for PNJ's benefit, collaboration,
camaraderie with colleagues, and genuine, courteous, and friendly interactions. This structured
approach to management behavior and organizational culture reflects PNJ's commitment to
foster a positive, efficient, and ethical workplace environment. By clearly defining and
promoting these values and standards, PNJ ensures employees understand expectations and are
motivated to maintain these principles. This approach fosters effective individual management
behavior, enhances team motivation, and contributes to overall organizational success.
Implementing the Big Five model at PNJ involves promoting exemplary conduct, fostering
inclusivity, friendliness, creativity, and cultivating a supportive work environment, while
steadfastly strengthening each individual's sense of responsibility.
PNJ consistently strives for excellence in its operations, aiming to meet international standards.
The company has garnered significant recognition within the jewelry industry and beyond. PNJ
has been recognized as a leading jewelry brand in Vietnam, known for its commitment to
quality and innovation. Notably, PNJ has been honored with prestigious accolades, including
being consistently recognized among the top enterprises in Vietnam. According to the latest
rankings, PNJ stands out as a key player in the jewelry sector, reflecting its strong performance
and reputation. The company has been celebrated as a top performer in various industry
rankings, affirming its leadership in the market. PNJ's dedication to maintaining high standards
and fostering a positive work environment has also been acknowledged. In recent surveys, PNJ
has been ranked highly as one of the best places to work in Vietnam, showcasing its
commitment to employee satisfaction and well-being. Moreover, PNJ's commitment to
excellence extends to its international presence and recognition. The company's achievements
include being listed among the top enterprises globally, highlighting its influence and stature in
the international business community.( PNJ Corporate Website, 2022)
III. APPLY CONTENT AND PROCESS THEORIES OF MOTIVATION TO CREATE AND MAINTAIN AN
EFFECTIVE WORKFORCE
3.1 Concept, characteristics, and general importance of motivation
[Link] defines motivation as an internal state that arouses us to action, pushes us in
particular direction and keeps us engaged in certain activities. William G Scott defines
motivation is a process of stimulating people to action to accomplish desired goals. Motivation
is a term that refers to a process that originates, directs, and maintains purposeful behaviors
that help us accomplish goals. The factors that constitute motivation relate to instincts,
emotions, physiological and social needs. According to psychology, motivation is the factor that
promotes action to meet the subject's desires, helping to arouse positive energy within people.
To put it simply, motivation is the power within a person, the energy, enthusiasm, passion,
desire, ambition that motivates you to act, continue towards a certain goal and complete it.
become your goal. Motivated people are always people who bring positive energy, effort,
enthusiasm for work, and are willing to challenge to achieve the goals they are aiming for. Since
then, productivity and work quality have increased, so managers always want motivated human
resources in the company to contribute to the development of their company.
There are two types of motivation: internal motivation and external motivation. Extrinsic
motivation is motivation that comes from outside an individual and the trigger of this type of
motivation usually involves rewards or punishments. Rewards such as money, gifts, and praise
are intended to stimulate employees' competitiveness and striving to complete targets beyond
normal levels, increasing work productivity. Punishments such as salary deductions and criticism
will motivate employees to work more carefully, helping to create a serious and disciplined
working environment. Internal motivation is the motivation that comes from within each
individual, often stemming from love, passion, enjoyment of working and the desire to
contribute and contribute to the company where they work.
Characteristics of motivation
Motivation is a psychological concept rooted in internal feelings such as needs, desires, and
aspirations, influencing human behavior. It cannot be imposed on employees but rather
emerges from within them. For instance, the desire for a new home or respect significantly
impacts behavior (Francis, 2024).
Motivation drives goal-oriented behavior by compelling individuals to act in ways that align with
their objectives. A motivated individual operates without constant supervision, driven by
personal goals like striving for a promotion through efficient work (Francis, 2024).
Motivation can be prompted by both positive and negative factors. Managers utilize various
incentives—such as promotions, bonuses, or warnings—to motivate employees. Positive
motivators encourage desired behavior, while negative consequences deter undesired actions.
Fear of negative outcomes can also influence behavior (Francis, 2024).
Motivation is a complex process requiring managers to comprehend diverse human needs.
These needs vary greatly among individuals and can be satisfied through different means,
including financial rewards, non-monetary incentives, or positive and negative motivators. Thus,
motivation strategies cannot be universally applied (Francis, 2024).
Motivation is a dynamic and ongoing process due to human beings' ever-changing needs. Once
one need is fulfilled, another emerges, necessitating continuous motivation efforts from
managers (Francis, 2024).
The importance of motivation and its impact in the management
process and organizational behavior at PNJ
3.2 Discuss content theory (Maslow) and process theory (Vrooms)
Smith & Cronje (1992) interpret Maslow's theory as highlighting individuals' inherent motivation
to achieve diverse life objectives by prioritizing needs according to their significance. Content
theories of job satisfaction, derived from Maslow's hierarchy of needs, center on
comprehending what employees require and the factors that substantially contribute to their
contentment (Saif et al., 2012). Maslow's theory categorizes fundamental human needs—
physical, biological, social, and psychological—into a hierarchical structure of five levels,
arranged in decreasing order of priority for fulfillment.
