In any organization, one of the most important aspects of management is to make work productive and to assist employees in achieving their goals. One of the manager's basic tasks is to communicate with and motivate workers (Mooney, 1985).
According to Herzberg, motivation factors are the six ``job content'' factors that include achievement, recognition, work itself, responsibility, advancement, and possibility of growth. (Wren, 2000).
Herzberg’s Two- Factor theory is classified as (Aquino Jr, 2020).
1- Content theories (Rhee, 2019). - Attempt to understand the forces within a person that stimulate and stop activity by focusing mostly on individual needs. They answer the question, "What motivates people?"
2- Process theories (Shields, 2005). - focus on the "why" and "how" of motivation, formally exploring the thought processes that lead to people choosing one activity over another in the workplace. They look at how a person's internal elements interact and influence one another to produce particular types of behavior.
In their original study, Herzberg and his colleagues looked at fourteen aspects that affect job satisfaction and classified them as either hygienic or motivational (Aquino Jr, 2020). Job satisfaction is increased when motivation elements are present, while job discontent is avoided when hygiene aspects are present. (Bassett‐Jones and Lloyd,2005).
Herzberg and his colleagues explored the impact of fourteen factors on job satisfaction and dissatisfaction in terms of their frequency and duration of impact (Bassett-Jones and Lloyd, 2005).
Motivation Factors
Motivation variables, according to Herzberg et al. (1959), are required to promote job satisfaction.
According to Herzberg, these motivators are fundamental to the profession and lead to job satisfaction by satisfying demands for growth and self-actualization (WELLENS, 1970).
Some of the notable motivational factors are;
1- Job security.
The employees should feel secure and not be worried that they will lose theirjob anytime.
2- Achievement(WELLENS, 1970).
Positive achievements at a workplace could be finishing a given task ahead of time, meeting the organizational goals, generating profits to the company, etc. whereas negative concerns would be not being able to meet the given deadline, failing to accomplish the goals, failure of the project. For instance in a Digital Marketing company, some of the achievements could be running a successful social medai campaign and collecting new leads for their digital marketing services, converting them to sales. Non- achievements would be running a social media campaign and collecting zero leads or getting zero sales. Positive achievement should be recognized, and it will motivate the staff to perform even better.
3- Recognition (WELLENS, 1970).
When employees achieve their targets, they should be recognized and appreciated. This will
motivate them. They can be compensated with a bonus. On the contrary, managers should be mindful not to blame or humiliate the persons who fail to achieve their goals as this will demotivate them. If a person brings in 10 Leads for the company, they should be recognized and appreciated, so they will feel
valued. Their ideas, opinions should be considered.
4-Responsibility (WELLENS, 1970).
This aspect has to do with whether or not the person is given the authority or freedom to make decisions. Sometimes employees should be given the space to make their own decisions and attend to their tasks, since it will help them grow and also the company might not be biased only to one person’s ideas or opinions. Employees will be negatively affected when they don’t have the authority to make their own decisions, but have to reach out to their subordinates for approval for each and every task. If a staff member is given the full responsibility of the area they are overlooking and given the chance to make their decisions, they will be motivated.
5- Advancement (WELLENS, 1970).
Promotion expected or unexpected) is positive advancement, whereas failure to receive
expected promotion and demotion are negative advancement. Promises should not be made, if they will not be put into action.
Hygiene Factors
The variables that reduce job unhappiness are known as hygiene factors (Herzberg, 1974).
Some of the key factors are;
1- Salary (Herzberg, 1974).
If the salary increments are not done on time, if they don’t meet the expectations
of the staff, then they will be demotivated.
2- Supervision (Herzberg, 1974).
Poor leadership and management can demotivate an employee. Managers should act responsibly and not delegate all the tasks to their employees in a way they feel frustrated.
3- Working conditions (Herzberg, 1974).
The physical workspace also plays a vital role. If the atmosphere is not clean, quiet or comfortable, employees tend to be demotivated. Imagine if there is no clean washroom in the company, and they have to use it daily, they will not want to report to work eagerly.
4- Interpersonal relations with supervisors, peers, and subordinates (Herzberg, 1974).
The relationship affects their motivational level. In a company if the managers/ supervisors are supportive and friendly, the employees would love to report to work and attend to their goals, whereas if a manager is rash and is not friendly, they will dread coming to work.
References
Aquino Jr, P., 2020. Accounting for Job Satisfaction and Job Performance via Herzberg’s Two-Factor Theory: The Case of Overseas Filipino Workers (OFWs) in Vietnam. Journal of Advanced Research in Dynamical and Control Systems, 12(SP3), pp.1173-1183.
Bassett‐Jones, N. and Lloyd, G., 2005. Does Herzberg's motivation theory have staying power?. Journal of Management Development, 24(10), pp.929-943.
Mooney, M., 1985. Innovation and entrepreneurship: Practices and principles, by Peter F. Drucker. New York: Harper & Row, 1985, 268 pages. $19.95. National Productivity Review, 5(1), pp.84-85.
Rhee, H., 2019. Comparison of Process Theories to Content Theories in Motivating Workforces. International Journal of Human Resource Studies, 9(4).
Wren, D., 2000. Book Reviews: Management Challenges for the 21 st Century Peter F. Drucker HarperBusiness, 1999 198 pages. Journal of Leadership Studies, 7(1), pp.129-130.
Herzberg, F., 1974. Motivation-hygiene profiles: Pinpointing what ails the organization. Organizational Dynamics, 3(2), pp.18-29.
WELLENS, J., 1970. Professor Frederic Herzberg on management of motivation. Industrial and Commercial Training, 2(7), pp.333-337.
Hi Chathura, I agree with your post. Herzberg described of opposite combination between intrinsic incentives and extrinsic incentives. Though intrinsic incentives or the basic needs tend to increase, external incentives such as wages and benefits are not always increased and when they continued not to be increased, it may cause dissatisfaction. This theory could be considered as the role of employee expectations (Owen, 2018).
ReplyDeleteThanks Nilushi. Herzberg theory further proposed the Intrinsic and Extrinsic Factors are interdependence to each other. Presence of Extrinsic Factors will only eliminate employees’ work dissatisfaction; however, it will not provide job satisfaction. On the other hand, sufficient supply in Intrinsic Factor will cultivate employees’ inner growth and development that will lead to a higher productivity and performance (Shen Kian Tan, 2013).
DeleteHi Chathura , I concur with you , Because they are both necessary for maintaining an acceptable level of enjoyment and can also generate dissatisfaction, Herzberg hygiene factors are important. Hygiene considerations are not direct motivators, but they are important to avoid unhappiness and serve as a springboard for motivation.
ReplyDeleteImprovements in these situations, on the other hand, do not inspire motivation (Hulling , 2003).
Hi chathura, I'd like to add some facts, By two-factor theory Herzberg has described that the individuals i.e. the employees can be satisfied and dissatisfied at the same time by satisfiers and dissatisfiers (lrawahi, et al., 2020)
ReplyDelete