Compare and Contrast Herzberg's Two-Factor Theory with Vroom's Expectancy Theory

Herzberg’s two factor theory of motivation at the workplace shows the difference between two factors of motivation. The two factors being satisfiers, which are the main causes for job satisfaction (motivation), from hygiene factors which are the main causes for job dissatisfaction (demotivation to stay in the job). Examples of motivating factors are achievement, recognition, responsibility and the work itself. Hygiene factors include: working conditions, salary, relationship with colleagues, supervision, etc. An organisation needs to influence satisfiers through performance management using range of tools such as: job descriptions, supervision, performance appraisals, continuous development/training, rewards and career development.

Herzberg did a job satisfaction study of accountants and engineers, after that he developed this theory. He found that there are two groups of factors affect to an employee’s job satisfaction or job dissatisfaction. Herzberg's two-factor theory is probably the most widely known and accepted approach relating directly to job satisfaction. Herzberg addressed, the problem of job satisfaction in terms of those factors which cause satisfaction (motivators) and those which cause dissatisfaction (hygiene). This information then becomes the basis for evaluating an individual's job and making the changes necessary to increase worker motivation. Herzberg's two-factor theory of job-satisfaction is not new, as a matter of fact; it dates back to 1959 and is the outgrowth of a research study project on job attitudes conducted by Herzberg, Mausner and

There are as many different methods of motivating employees today as there are companies operating in the global business environment. Still, some strategies are prevalent across all organizations striving to improve employee motivation. The best employee motivation efforts will focus on what the employees deem to be important. It may be that employees within the same department of the same organization will have different motivators. Many organizations today find that flexibility in job design and reward systems has resulted in employees ' increased longevity with the company, improved productivity, and better morale.

The Expectancy Theory suggests that individuals choose a particular course of action after they have – often subconsciously – evaluated three critical components of the theory.

Clearly defined goals as they relate to the organization can motivate employees through goal setting. Goals challenge to employees to make them want to explore new technology, ideas, and gain insight from a diverse workplace. Additionally, giving employees more responsibility will make them believe they have contributed with a sense of higher importance. Without motivation in the workplace, a business will suffer from the lack of efficiency from employees. Perhaps the most significant of increased employee motivation is that of increased productivity (staff@incentives.com, 2010). Therefore, it is important that employers give their employees an opportunity to work hard for their reward to obtain a high level of performance, which is an essential to the success of any business.

According to Herzberg two factor theory there are “two issues that play an important role in the workplace experience: hygiene factors and motivational factors”( Fischer and Baack, 2013 ). Hygiene factors contains wages, hours, working conditions and relationships with supervisors. Motivational factors consist of achievements, recognition, actual work or job, responsibility, and the chance for advancement or growth, and relationships with peers. Herzberg states that a person is either satisfied and driven or unfulfilled and

Expectations can originate straight from the present interaction but are frequently shaped by an individual’s initial attitude determined by a mixture of necessities, expectations, and requirements. Violations of expectancies cause an urge to force the communicator to start analyzing the violation. The theory suggests that expectancy will affect the result of the communication as positive or negative and predict that negative violations reduce the attraction of the violator.

Over the last several years, the issue of employee motivation inside the workplace has been increasingly brought to the forefront. The reason why is because, globalization has been having an effect on the ability of firms to compete (which is placing more pressure on them). To deal with these challenges, most organizations are relying on their employees. The results are that those employers who are able to use this resource will be able to make adjustments quickly. This is when the firm will be able to maintain their dominance in the marketplace.

The two-factor theory by Frederick Herzberg was based how the employees themselves felt about their jobs. The two factors are the hygiene factor which had to do with the working environment and the motivator factor which is linked to an employee's performance. These factors are not best applicable to a sales force as they are usually goal orientated and look for set objectives.

Have you ever been so energized to do your work? If so, it probably was because of your massive motivation towards that work. Motivation is ‘psychological processes that arouse and direct voluntary actions towards goal-directed behavior’ (Kreitner, Kinicki, & Buelens, 2002). Goal-setting theory and expectancy theory are two process theories, ‘theories that focus on how we make choices with respected goals’, and this essay will investigate its effectiveness of enhancing employee performance (Buchanan & Huczunski, 2010).

On the other hand, a process theory like Vroom’s Expectancy theory (Vroom, 1964) focuses on the outcome and not on needs unlike Herzberg. It gives an answer for why individuals select one behavioural option above others. The Expectancy Theory argues, "People make decisions among alternative plans of behaviour based on their perceptions [expectancies] of the degree to which a given behaviour will lead to desired outcomes" (Mathibe, I.R. 2008). Vroom theorized that the source of motivation in Expectancy Theory is a "multiplicative function of valence, instrumentality and expectancy." (Stecher and Rosse, 2007), where valence means "value" and refers to

According to Herzberg, the factors leading to job satisfaction are distinctly different from those that lead to job-dissatisfaction. Therefore, the managers who seek to eliminate factors that create job-dissatisfaction can bring about peace at the workplace but cannot motivate the employees. These factors are termed as hygiene factors comprising administration, supervision, working conditions, salary and wages etc. While absence of hygiene factors will lead to dissatisfaction, mere presence of these factors will not satisfy (i.e. motivate) the employees. In order to motivate the employees, managers must resort to ‘motivators’ (those factors that motivate the employees towards better performance) such as recognition, challenging assignment, responsibility, opportunities for growth and self-fulfillment etc.

Herzberg’s two-factor theory Psychologist Frederick Herzberg developed a ‘two-factor’ theory for motivation based on ‘motivators’ and ‘hygience factors’. Hygience factors are basic human needs at work. It do not motivate but failure to meet them causes dissatisfaction. The hygience factors

The study, as reported in the journal, was using Herzberg’s Hygiene Factors and Motivators to examine (a) what motivates employees in the retail industry and (b) their levels of jobs satisfaction. Tan & Waheed (2011) stated that the survey was done by way of convenient sampling to select sales personnel from women’s clothing stores at Bandar Sunway shopping mall located at Selangor, Malaysia. One hundred and eighty selected sales personnel of heterogeneity were surveyed by a questionnaire written in English. The questionnaire included a series of statements and questions pertaining to determinants of job satisfaction. The survey candidates were requested to indicate their degree of agreement to each. According to the researchers, linear regression analysis was performed to test the relationship between Herzberg’s Two-Factor Theory and job satisfaction and further analysis was done evaluating the relationship between money and job satisfaction.

Herzberg (1987) believed that there are factors that led to job satisfaction and job dissatisfaction. The factors that led to job satisfaction are labeled as motivators and they included: achievement, recognition for an achievement, the work being done by the employee, responsibility, and the opportunity for growth or advancement. These are all internalized factors that