Herzberg’s Two-Factor Theory

 

Herzberg established two-dimensional model of the factors that influence people's attitudes toward work. Initially, Herzberg and his associates developed a hypothesis that job satisfaction and dissatisfaction were affected by two distinct sets of factors, and thus satisfaction and dissatisfaction could not be constantly measured on the same continuum (Herzberg et al., 1959; Stello, 2011).

According to Herzberg, the elements contributing to job happiness are independent of those causing job dissatisfaction. Managers who work to eliminate the causes of employee dissatisfaction may thereby bring about peace, but not necessarily motivation.

Kreitner & Kinicki (1998) highlight one of Herzberg’s findings, where managers rather than giving employees additional tasks of similar difficulty horizontal loading, vertical loading consists of giving workers more responsibility.

The key tenet of Herzberg's theory was that although some circumstances promote favorable attitudes about work, others promote negative ones. The other hypothesis stated that there were different long-range and short-range sequences of activities elements and effects.(Herzberg et al., 1959; Stello, 2011).

According to Herzberg (1959), motivational factors only serve to increase and improve job satisfaction, whereas hygiene factors serve to decrease job dissatisfaction. The following Image will elaborate the list of Motivators and Hygiene factors

The two causes that influenced job satisfaction were classified into two groups. The first group became known as the motivation factors because it was linked with the need for growth or self-actualization. Achievement, recognition, the work itself, responsibility, advancement, and the possibility of growth were all motivators. The other type of factors, known as hygiene factors, was related to the need to avoid unpleasantness. List of satisfiers and dissatisfiers are shown in below image.


Figure 8 (Source; career guide)

References

 Herzberg, F., Mausner, B., & Snydermann B. (1959). The motivation to work. New York: Wiley.

Kretiner, R., & Kinicki, A. (1998). Organizational Behavior (4 ed.). Boston: Irwin McGraw-Hill

Stello, C. M. (2011). Herzberg’s two-factor theory of job satisfaction: An integrative literature review. Journal of Education and Human Development, 1-32.

Comments

Post a Comment

Popular posts from this blog

Conclusion

  Employee motivation is very important for a successful organization, so the company should focus on it in order to stay competitive in the market and avoid some problems such as employee high turnover that will affect the business. Thus, effective motivational techniques should be practiced at the workplace. The purpose of this blog is to better understand the factors that affect employee motivation and the advantages of employee motivation. It also considers if management needs to modify their motivational strategies. Through this posts companies will be able to understand better ways to motivate employees and the importance of employee motivation at the workplace. As a result, the job satisfaction of employees will increase then they will get motivated. The result from this had shown that the motivator factors such as achievement, recognition, responsibilities and advancement play an important role in motivating employees at the workplace.
Read more

Importance of Employee Motivation

Image
  In order to accomplish organizational goals, it is important to retain key employees because workers search for employment with other companies and compare the benefits they receive. Organizations can improve productivity and keep employees more motivated if they use, flexible work schedules based on their workload (Ramlall, 2003).   To improve employees' motivation and productivity, employers should offer competitive pay, benefits, recognition, and job security (Wiley, 1997). To inspire employees, management must combine motivational and hygiene considerations ( Dar tey-Baah and Amoako, 2011) . Understanding the motivation and performance formula is essential to understanding employee performance. Since motivation on its own is insufficient to perform, a manager who devotes all of their efforts to fostering an employee's internal motivation will be ineffectual in fostering top performance. Performance is functionally influenced by three different variables, including pe
Read more