Frederick Herzberg's Theory Of Job Enrichment

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 showed that to truly motivate an employee a business needs to create conditions that make him or her feel fulfilled in the workplace.

Embracing Herzberg's motivation-hygiene theory, the company has embarked on offering its employees incentives that contribute to job satisfaction. The

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

Removing the causes of dissatisfaction will not create satisfaction nor will adding the factors of job satisfaction eliminate job dissatisfaction. If you have an unfriendly work environment, giving someone a promotion will not make him or her satisfied. If you create a healthy work environment but do not provide members of your team with any of the satisfaction

According to an article in Harvard Business Review, job enrichment can deliver desired results provided that “(1) tasks have to be authentic—i.e., the more opportunity they give employees to contribute to business objectives, the more effective they are likely to be motivationally; (2) tasks have to be motivational—i.e., the more they draw upon the motivators, the more likely they are to produce an effective contribution to business objectives.” (Paul, Jr., Robertson, & Herzberg, 1969). The authors base their opinions on the results of 5 studies that looked at the effect of enrichment specifically on salespeople, laboratory technicians, design engineers, and factory supervisors. They do feel that the results are valid for other occupations, although I would like to see evidence that clerical workers would benefit in similar

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

As mentioned above some of the outcomes of using job enrichment in the HIS departments were as Layman has described, “Risks to balance: Fragmentation, quantitative overload, qualitative overload, role ambiguity, role conflict, questionable acceptance in highly centralized organization, HR concerns about pay grade, risk management concerns about licensure and credentialing.”

redesign (Layman, 2011). Job enrichment falls into the job redesign level. Before dwelling on job

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

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

What is the impact of job enrichment on motivation and communication in the HIS departments?

212). For workers to be both satisfied and happy with their job, some particular motivation qualities have to be present, such as recognition, achievement, responsibility, and organization’s advancement. Herzberg had added to the list some physical aspects including salary, physical working conditions, benefits, technical quality supervision, challenging, and company policy (Miller, 2006, p. 32-33). The two characteristics sets must be present for employees to be happy, satisfied and deliver their best, their absence could interpret to workers who are unsatisfied, unhappy and unproductive, as it is in Initech. A good example is when Peter tells Bobs “If I work my ass off and Initech ships a few extra units, I don’t see another dime. So where’s the motivation?”

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.

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.