Herzberg's Two Factor Theory
Herzberg’s Two Factor Theory also called as the Theory of
Motivation and Hygiene Factors which is a well known theory of
motivation;
Figure
2: Herzberg’s two-factor theory
Motivators
(Leading
to Satisfaction)
Hygiene
(Leading
to Dissatisfaction)
Achievement
Recognition
Work Itself
Responsibility
Advancement
Growth
Company Policy
Supervision
Relationship with Boss
Work Conditions
Salary
Relationship with Peers
Security
(Source: Keijerz, 2010)
Herzberg’s two-factor theory has received extensive attention of having
a practical approach towards motivating employees. Herzberg published his
investigation of feelings of 200 engineers and accountants from over nine
companies in the United States. The individuals were asked to describe job
experiences where they felt either extremely bad or exceptionally good about
their jobs and rated their feelings on these experiences. Feedback about good
feelings is generally related to job content (motivators), and feedback about
bad feelings is associated with job context (hygiene factor). Motivators came
about with factors built into the job itself, such as achievement, recognition,
responsibility and advancement. Hygiene factors were related to feelings of
dissatisfaction within the employees and were extrinsic to the job, such as
interpersonal relations, salary, supervision and company policy (Herzberg,
1966). Hygiene factors prevent dissatisfaction but they do not lead to
satisfaction. They are necessary only to avoid bad feelings at work. Under
Herzberg’s (1966) theory, workers who indicate satisfaction with both motivator
and hygiene factors should be top performers and those who are dissatisfied
with both factors should be poor performers (Tan and Waheed, 2011).
I am working for a leading multinational
company. By reviewing the benefits of the company which offers the employees
under the motivation and hygiene factors, the company offers the Executive
Directors a house from the company to be owned by themselves which is built in
the city with all facilities included. Rewards the staff who completes 10,15,20
years of service with special monitory benefits. The factory staff receives
meal allowances as them being recognized as under privileged category, medical
clinic every week and free accommodation are few benefits to name which are
being received by the factory staff. The company also extents scholarships to
the children of the staff who performs well in education. Senior Managers and
above are given with company maintained vehicles including fuel and their
mobile phone bills are paid with a limitation. Life insurance is also offered
to the staff and their immediate family. Apart from the above benefits the
company also offers annual increments which goes up to a maximum of 20% as per
the performance appraisals being evaluated by the management. The company has
also introduced fitness and yoga segments for employees which I believe is an
essential need for the employee well-being.
Reference List:
Keijzers, B. (2010) Employee
Motivation and Performance, Bachelor
Business Studies, Available at. < http://arno.uvt.nl/show.cgi?fid=121057>.
[Accessed on 12 January 2020]
Tan, T. H. and Waheed,
A. (2011) Herzberg's motivation-hygiene theory and job satisfaction in the
Malaysian retail sector: the mediating effect of love of money. Asian
Academy of Management Journal, 16 (1), pp. 73-94. Available at. <
https://www.researchgate.net/publication/282331324_Herzberg's_Motivation-Hygiene_Theory_and_Job_Satisfaction_in_the_Malaysian_Retail_Sector_Mediating_Effect_of_Love_of_Money/link/547d83bc0cf2cfe203c2168a/download
> [Accessed on. 12 January 2020]
Interesting blog Ruwini, you have emphasized well on how your organization has applied the motivation theory on employees and I agree with your recommendation that the company should pay more attention to employee training and development.
ReplyDeleteHowever, several research studies have found that high employee motivation drives hand in hand with high organizational performance and profit. It is the obligation of managers to find the right combination of motivational methods and rewards to satisfy employees’ needs and at the same time encourage high job performance (Daft, 2014).
Thank you Bernadine for your comment on my blog. As you have very correctly mentioned Employee motivation plays an important part within organizations. Employee motivation can be a major factor with employee performance. Employees who are more motivated tend to perform better, such as doing more work in less time (Riketta, 2008). Employee performance is important because organizational success or failure is often dependent upon how much effort employees put forth when completing their job tasks. If employees do not perform well, the organization will produce less for the same costs of labor as motivated employees but will have less production than motivated employees. In turn, the organization will likely have difficulty making money and paying their expenses (Furlich, 2016).
ReplyDeleteHi Ruwini, you have well evaluated employee motivation through Herzberg´s two factor theory. According to Juhásová (2014) there are many theories which employee motivation could be discussed; such as • Maslow´s Hierarchy of Needs • McGregor Theory X and Theory Y • Vroom´s Expectancy Theory.
ReplyDeleteAs I agree with you fully that there are many other theories which could be discussed under Employee Motivation. (Nabi et al, 2017) explains Maslow’s hierarchy of needs under 5 categories from lower to higher order of needs. Physiological, Safety etc displays lower order and Social, Esteem, Self-actualization under higher order. McGregor Theory X and Theory assumes that, workers have little ambition; dislikes work, avoid responsibility and require close supervision. Theory Y assumes that, workers can exercise self-direction, desire responsibilities and like to work. Whereas Vroom’s Expectancy theory has become a significant basis for explaining what motivates people to work. It is probably the leading theory of motivation, and is used to inform decisions on the design and management of contingent pay schemes and to measure the effectiveness of such schemes (Armstrong, 2010).
ReplyDelete