Herzberg Two-Factor Theory Of Motivation

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.

Job satisfaction can be defined as psychological state of how an individual feels towards work, in other words, it is people‟s feelings and attitudes about variety of intrinsic and extrinsic elements towards jobs and the organizations they perform their jobs in. The elements of job satisfaction are related to pay, promotion, benefits, work nature, supervision, and relationship with colleagues. Employees‟ satisfaction is considered as all-around module of an organization‟s human resource strategies. According to Simatwa (2011) Job satisfaction means a function which is positively related to the degree to which one‟s personal needs are fulfilled in the job situation. Kuria (2011) argues that employees are the most satisfied and highly productive when their job offers them security from economic strain, recognition of their effort clean policy of grievances, opportunity to contribute ideas and suggestions, participation in decision making and managing the

Landis, E. A., Vick, C. L., & Novo, B. N. (2015). Employee attitudes and job satisfaction. Journal of Leadership, Accountability and Ethics, 12(5), 37-42. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.proquest.com.ezproxy.liberty.edu/docview/1764139256?accountid=12085

The Value Percept Theory argues that job satisfaction depends on whether a job supplies the things an individual value most. Overall satisfactions derive form combined levels of satisfaction from various elements of an individual’s job, whether it’s: pay, promotion, supervision, coworkers, or the work itself. Job satisfaction is based on cognitive and affective components, which is evaluated by what an individual thinks about the job, and how they feel. Cognition evaluation is based on experiences, weighing different aspects of a job; as affect is a reaction of the job, which can fluctuate based on moods and emotions. Level of dissatisfaction is measured by the difference between what one has and what one wants, and the level of importance of that facet to the individual. Statistics have proven, that supplying individuals with what they value, will increase the chance of better performance, which has a high correlation with an individual’s affective commitment with the organization.

Maslow’s study of the needs hierarchy led to Frederick Herzberg’s theory, Two-Factor Theory. Herzberg researched focused on employee’s attitudes and motivation. He determined that there are two factors of motivation. The first set (hygiene factors) relates to the employee's need for fair treatment in compensation, supervision, and working conditions (Dictionary of Human Resource Management, 2001). If these are not met, employees feel dissatisfied. Herzberg second set of needs, (motivator factors) identify personal growth and capacity development on the job, (promotion, achievement, responsibility, etc.) must be met for employees to experience job satisfaction. Distinguishing between these two sets of factors is important because it means that different factors are responsible for job satisfaction and job dissatisfaction (Dictionary of Human Resource Management, 2001). Herzberg believed that motivation increases when one combines pay (extrinsic factor) with a motivator such as challenging work (DuBrin, 2007). This theory has led people to understand that money will not always be the best motivation.

Motivation is one of the most important tools in today’s workplace. Managers use motivation to inspire and influence people to work, both independently and team-wise, to produce the most efficient and effective results and productivity. They want to inspire employees to work toward organization’s goals. Moreover, in order to have an impact on employees, managers need to identify and understand what factors drive their employees. Some questions that manager should ask include: What kind of work environment will motivate people? What are the necessary rewards, both intrinsic and extrinsic, to encourage high performance and help maintain motivated performance? In management and organizational behavior, there are numerous theories of motivation, this paper will look specifically at Maslow’s Hierarchy of Needs and its claim on what motivates people.

During the 1950’s and 60’s, Frederick Herzberg found himself questioning employee satisfaction. He wanted to understand it better, and he conducted studies with different people to try to understand how someone’s attitude could affect how much they are motivated. During his studies, he began asking people about situations they had been in that made them feel really good or

In 1959 Fredrick Herzberg developed the Two-Factor theory, which was designed to analyze the concept that individuals have two sets of needs: avoidance of unpleasantness and personal growth. Studies on job satisfaction were conducted to decide which factors in an employee’s work environment caused satisfaction or dissatisfaction (Alshmemri, Shahwan-Akl & Maude, 2017). Job satisfaction determinants are known as motivators, while hygiene is related to job dissatisfaction and job context. Herzberg proposed that the presence of certain ‘‘motivators’’ (or job factors) internal to the individual (eg,

This essay will discuss about what is motivation? what motivate people toward satisfy needs. The paper will includes three main artical theory by Abraham Maslow ( Maslow's Hierarchy of needs ), Clayton Alderfer ( Alderfer's ERC Theory ) and Psychologist David Mcclelland ( McClelland's Theory of needs ). The author will explain why motivation is important in an organization and how it will impact the organization. The three motivation theories will also be used together in order to enhance the staff’s motivation level to work and help the organization towards success. In the end will be the conclusion and opinions with my own expreriences.

and increased job satisfaction. Our readings from Kinicki & Fugate provide of the behavioral concept of components of attitudes. There are tactics that can be incorporated in the

Motivation acts a force to energize and direct behavior in the workplace (Myers 329) so that employees perform tasks to a high degree. It is motivation that retains employees in a company because improper motivation acts as a deterrent to productivity and joy. Whether physiological, emotional, or incentive based, motivation affects our lives everyday and induces our natural drive to thrive and succeed. Many psychological theories explain the different ways employees may become motivated, such as Maslow’s hierarchy of needs, Herzberg’s two factor theory, and theory Y, based on how appealing a stimuli may be to an employee’s needs.

A conclusion can be referenced from Herzberg surveys. Factors contributing to job satisfaction were motivational and accounted for 81%. And, factors contributing to job dissatisfaction were hygiene and accounted for 69%.

To understand the concept of job satisfaction the research has identified two aspects of it, they are, the facets satisfaction and overall satisfaction (Cherrington,1994; Fields, 2002). Individuals can be satisfied or dissatisfied with their overall job (Ironson, Smith, Brannick, Gibson, & Paul, 1989) and with specific job facets, such as the level of pay, promotion opportunities, co-workers, working conditions and supervision, contingent rewards, benefits, nature of work, or communication (Spector, 1997; Locke, 1976; Smith, Kendall & Hulin, 1969). The evidence shows that distinctive job facets such as pay satisfaction, opportunities for promotion, relationships with co-workers and supervisors have significant effects on job satisfaction (Ting, 1997; Ellickson & Logsdon, 2002; Pohlmann; 1999). The overall satisfaction is considered in terms of good salary, compassionate supervisors and co-operative co-workers. Conversely, the job dissatisfaction derives for instance form low pay or incompetent supervisors. Therefore, the feeling of overall satisfaction or dissatisfaction depends on the intensity and frequency of positive and negative experiences with job (Cherrington, 1994; Ironson, Smith, Brannick, Gibson, & Paul,

Motivation is one of the most discussed topics in the present era’s organisations, especially since renowned psychologists like Maslow and Herzberg are dedicating their efforts to understanding it. Companies are investing a significant amount of resources in improving productivity in order to maximise profits. One of these important resources is of human nature. In order to get the very best out of employees, some motivational approaches need to be used. But what is motivation and how do I successfully motivate? I will try to relate one of my personal experiences with a friend to some of the most influential motivational theories. After introducing my story and making a definition of motivation I will address the ideas of Taylor,

A high quality academic staff is the cornerstone of successful educational system. Therefore, it is important to pay attention to job satisfaction of the employees. A positive and healthy organizational structure results into increased job satisfaction. A positively balanced environment will not only increase the job satisfaction of employees but it will at the same time improve the learning environment and increase the productivity of the institution. There are numerous publications existing on the topic of job satisfaction and this grows daily. Locke (1976) estimated that, about 3,350 articles and dissertations had been written on this topic. Cranny et al. (1992) indicated that more than 5,000 studies on job satisfaction have been published. According to Oshagbemi (1996), “if a count of relevant publications (articles and dissertations) were made, estimate would probably be doubled by Locke’s”. As a result of many decades of effort by researchers and HR practitioner, there appears to be a high level of agreement among scholars on the meaning of the job satisfaction. Typically job satisfaction is conceptualized as a general attitude toward on object, the job (Okpara, 2006). Locke (1976) defined job satisfaction as “a pleasurable or positive emotional state, resulting from the appraisal of one’s job experiences.”Evans (1997) defined job satisfaction as