Herzberg showed that to truly motivate an employee a business needs to create conditions that make him or her feel fulfilled in the workplace.
All employers seek out ways to improve the productivity of their workers. Because increased productivity of their employees translates into increase revenue. One of the ways to increase productivity is by having employees that are happy and satisfied with their jobs and that have a vested interest in the work they do. Therefore, it benefits the company to seek out and explore any types of activities that will increase an employee’s satisfaction therefore increasing their productivity.
Intrinsic factors, such as achievement, recognition, the work itself, responsibility, advancement, and growth seem to be related to job satisfaction. When respondents questioned felt good about their work, they tended to attribute those factors to themselves. On the other hand, when they were dissatisfied, they tended to cite extrinsic factors such as company policy, administration and supervision. Herzberg deduced from these experiments that the opposite of satisfaction is not dissatisfaction, as was believed. He found that removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He thus proposed a dual continuum, where the opposite of satisfaction would be no satisfaction and the opposite of dissatisfaction would be no dissatisfaction (Robbins,1993) According to Herzberg’s two-factor theory of motivation, organizations cannot begin to motivate employees until that which dissatisfies them has been removed. Hygiene Factors such as salary, working conditions and supervision are not motivators even when they are being met. Other types of hygiene factors include, company policy, poor interpersonal relations and job security. The meeting of lower-level needs of employees is not motivating, but can have a de motivating impact if not met. True motivation only kicks in when an employee’s higher-level needs are met (La Motta,
By using job enrichment, I would be able to increase job satisfaction on multiple levels and help increase all levels of the core job dimensions. An enriched job organizes tasks to allow employees to finish a complete project, increasing the employee’s freedom and independence to make decisions, which in turn increases their responsibility, and provides direct feedback so employees can correct their own performance. Enriching a job touches all aspects of the core job dimensions and can lead to increased job satisfaction, reduced turnover, and
The outcome of common motivational actions for “Job enrichment-addition of new tasks at higher levels of skill, responsibility, and accountability” (Elizabeth Layman, 2011) was meant to counteract monotony of the job, however employees reported work overload and increased
An outgrowth of job enrichment is the job characteristics model, which consists of (a) five core job characteristics that affect (b) three critical psychological states of an employee that in turn affect (c) work outcomes—the employee 's motivation, performance, and satisfaction. The five core job
The outcome of job enrichment in the context of HIS is that the 29 new requirements that needed to be managed, is that with the redesign and in this case, job enrichment, the staff had felt that enrichment meant a greater workload which was the primary reason behind staff stress.
Goal setting is about linking tasks to performance and it is used to establish and present counsel to employees on how much efforts are demanded and what work need to be done. In the HIS case work reflects the goals of the department. At the lowest point, which is the employee level, a job is set as task, duties, assignments and duties for a stratum of employees. The overall work would be constituted by the total aggregation of all department jobs. The role of the leaders will be to examine departments alignment in order to achieve organizational goals. Four different levels being engineering, restructuring, work redesign and job redesign are used to align organizational goals. Health information
What is the impact of job enrichment on motivation and communication in the HIS departments?
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.
According to Herzberg, individuals are not satisfied with lower-order needs at work, for example, those associated with minimum salary levels or safe and pleasant working conditions. Theses individuals look for the gratification of higher-level psychological needs such as achievement, recognition, responsibility, advancement, and the nature of the work itself. Motivation-hygiene theory, based on the presence of one set of job characteristics or incentives lead to worker satisfaction at work, while another and separate set of job characteristics lead to dissatisfaction at work. Moreover he found that job characteristics related to what an individual does is the nature of the work he performs, having the capacity to gratify such needs such as achievement, competency, status, personal worth, and self-realization, leading to satisfaction. However, the absence of such gratifying job characteristics does not lead to dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company
Embracing Herzberg's motivation-hygiene theory, the company has embarked on offering its employees incentives that contribute to job satisfaction. The
Frederick Herzberg’s theory consists of two factors- motivator and hygiene. He refers to hygiene factors such as salary, job security, working conditions, status and interpersonal relationships and to motivational such as achievement, recognition, work itself, responsibility, advancement, personal growth (Herzberg, F, 1959). The main idea of the theory is that satisfaction and dissatisfaction are independent variables. The hygiene factors can be described as a basis, if they are missing they can cause dissatisfaction but when present they cannot cause satisfaction by themselves, they can only prevent people from feeling dissatisfaction. Consequently, what motivates employees is included in the motivator factors which, on the other hand, when present provoke satisfaction but in absence do not cause dissatisfaction. Alan Chapman (2008) makes an interpretation of the theory by distributing the different factors in the form of a rocket.
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.
Employees are motivated by both intrinsic and extrinsic rewards. In order for the reward system to be effective, it must encompass both sources of motivation. Studies have found that among employees surveyed, money was not the most important motivator, and in some instances managers have found money to have a de-motivating or negative effect on employees. This research paper addresses the definition of rewards in the work environment context, the importance of rewarding employees for their job performance, motivators to employee performance such as extrinsic and intrinsic rewards, Herzberg’s two-factor theory in relation to rewarding employees, Hackman and Oldman model of job enrichment that