Herzberg's Theory Of Motivation To Work

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

Herzberg’s theory (1966) concluded that factors such as (but not limited to) Achievement, Recognition and Advancement motivate staff. This is shown in the Barbour Brown Engineering Ltd case study as everyone is fairly well paid however James is often treated as David’s senior whereby he would have James give out the new projects to staff and was also allowed to authorise site visits when David was out of the office. This has lead too many of the engineers being de-motivated and to a certain point disgruntled as they all have their chartered status and James doesn’t and therefore less

The theory also states the reason why employees are less motivated is due to health factors not being satisfactory. There are two factors in Herzberg’s theory Motivation factors, which include the work, responsibility and achievement and Hygiene factors, which include, relationships between staff, job security, and the environment. According to Herzberg, these types of motivators have an opposite correlation. This means that they tend to inspire motivation when they are present and reduce motivation when they are absent (Thomson, 2015). However, in this setting, the most important motivational factor is making sure everyone in the setting has a positive attitude and the correct information is shared, and this can be done by simply being more approachable towards staff members.

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 his theory, some strategies were recommended. Job enrichment was a good way to fulfill employees’potential, as he stated. Marcouse (2007) agreed with him at this point. Another strategy to motivate people, as Herzberg suggested, is empowerment. While Marcouse argued that it can cause some harmful results without enough care. Based on Herzberg’s two factor theory, Marcouse suggested that regardless of some shortcomings, teamworking can build up morale in the work place. Richard (2006) stated that payment system were always important to employees. In addition, communication between managers and employees plays a significant role in the work place.

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.

Salaries play an important role especially in the first two stages of the hierarchy; we all need money to survive. Another theory is the Alderfer's ERG Theory; Alderfer has modified Maslow's hierarchy and has shortened the five needs into three, existence, needs, relatedness needs and growth needs, existence needs: refer to basic survival needs that everyone needs to satisfy. Relatedness needs: relate to interpersonal contact, social and emotional acceptance, status and caring. Growth needs: are development and sense of self worth. Herzberg’s Theory of Motivation Herzberg's theory of motivation is quite different than the other motivational theories. Herzberg stated that there were only to kinds of factors in any job, hygiene and motivation, the motivation hygiene model is based on the idea that one set determines dissatisfaction (hygiene) and the other set determines positive satisfaction (motivational theory). The hygiene set contains the company policy, administration, working conditions and job security. According to Herzberg’s findings he suggests that if these conditions were unsatisfactory they would most certainly be heading towards physiological or psychological withdrawal from the job. These conditions must be met for an individual to be motivated in work, however, other conditions and factors must be met, this proves that in order for an employee to perform his or her work in an

“Motivation is the will and desire that a person has to engage in a particular behaviour or perform a particular task” (Lawley & King, P269). In life motivation will be needed to enhance the workforce in various ways, many organisations will use motivation to increase the percentage yield of an individual or to make an individual feel a part of the business or organisation. Incentives have a huge influence on behaviourist & extrinsic approach. In addition other aspects; humanist theorist, intrinsic approach, Taylorism and Fordism have a part in perception of motivation.

Herzberg doesn?t believe in the giving of bonuses in order to increase productivity. Herzberg states that ?Hunger, a basic biological drive makes it necessary to earn money, and then money becomes a specific drive? (Herzberg, 1991, p.16). This means that once employees start being rewarded with money they won?t be able to work without it. Another firm believer of this is Kohn who states, ?When reward systems fail don?t blame the program, look at the promise behind it.? (1993, p.54). Kohns article describes incentives, as only bringing temporary compliance and once the rewards run out people will revert back to their old behaviours.

Herzberg theory of motivation differs a bit from Maslow’s. Herzberg’s theory was based off of one’s needs in a professional elements. Herzberg was trying to discover a theory that would avoid employees’ dissatisfaction and gains satisfaction within his or her work environment. So he came up with these six factors. The factors that lead to dissatisfaction are, salary, relationship with peers, company policy, work conditions, relationship with boss, and supervision. The factors that lead to satisfaction are growth, advancement, recognition, achievement, responsibility, and work itself (Herzberg, 1959). These are not separate from one another to gain satisfaction. However, without dissatisfaction to gain satisfaction there would be none at all. So in order to gain satisfaction ones psychosocial and

So often we find that unsuccessful firms have staff that does not perform well according to their bad working conditions. The motivation factors include a sense of achievement, recognition, advancement, enjoyment of the work itself, the possibility of personal growth, and a sense of responsibility. Increasing job satisfaction and motivation and improving mental health, therefore, lead to increase productivity. Herzberg has called for attention to the need for increased understanding of the role of motivation in work organizations. He advanced a theory that was simple to understand and offered managers specific recommendations for actions to improve employee motivational levels. He also argued that money is not the most potent force on the job. According to this theory the most effective way to stimulate motivation is to improve the work itself. Herzberg argues that the most appropriate technique for building in motivation factors to enrich jobs. Job enrichment means expanding the critical functions and challenges of individual jobs (2/205). There are so many different ways to motivate employees. Employers can motivate their workers as individuals, groups, teams, or the organization as a whole. Motivation takes forms like offering rewards and employee recognition. Team-based reward systems have been raised as an issue in work management areas. Many employees prefer team-based reward systems to an individual approach. In a business journal in San Diego published an

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

According to the provided YouTube video, the Hertzberg motivation theory states that people are influenced by motivators and hygiene factors. Hygiene factors refers to pay, benefits and company policy. Dissatisfaction is the result of hygiene factors, meaning that if pay, benefits and company policy are inadequate, employees will most likely be dissatisfied. Motivating factors refers to achievement, promotion, recognition, work, responsibility and growth.

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,

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