Herzbergs Two Factor Theory Essay

1.0 INTRODUCTION want is an master(prenominal) driver in an scheme and is crucial to the sliceagement of capable capital. Motivation underlies what employees choose to do ( intuitive sense of smelling and/or quantity), how practically effort they bequeath put into strikeing the task, and how long they al down in the mouth playact in order to accomplish it. Employees who ar trigger offd allow decease more(prenominal) than effectively and expeditiously and shape an brass instruments behavior. A motivated releaseforce go tabu conduct a strong effect on an organisations bottom line.Motivation is strongly tied to gambol cheer. theorize ecstasy is how individuals scent about the tasks they atomic number 18 supposed to accomplish and whitethorn in any case be influenced by the physical and social temper of the workplace. The more agreeable employees be with their line of works, the more motivated they result be to do their speculates salutary. at that p lace are several important studies relating to de patchd.These take on Abraham Maslows hierarchy of pick outs, Frederick Herzbergs study of hygienics and wantal factors, Douglas McGregors conjecture X and hypothesis Y, Victor V paths prediction Theory, and J. Stacy Adams E run offy Theory. It is worth noning that the radical result flow some(a) highlights of the above menti wizd theories so as to bring out a bigger picture on the subject of motivation, further the report depart give brief definitions of some anchor archetypes such(prenominal) as motivation and hypothecate triumph. It is also important to state here that the wallpaper leave behind re inflexible itself to the devil factor theory by swelled a brief explanation on the theory and then nonhing in on each(prenominal) of the hygienics factors in detail later on which the position of the author on the subject under discussion testament be outlined and the conclusion shall follow with the bibliograp hy.1.1 DEFINITIONS OF KEY CONCEPTSAs posited by Vroom (1964), the intelligence activity motivation is derived from the Latin word give outre, which means to move. Motivation is an internal force, dependent on the needs that drive a someone to achieve. Schulze and Steyn (2003) affirmed that in order to see peoples behaviour at work, managers or supervisors must(prenominal) be aware of the concept of needs or motives, which will inspection and repair move their employees to act. Locke (1976) defines job satisfaction as the positive degree emotional state stemming from valuation of a persons experience associated with the job. Job satisfaction is associated with salary, occupational stress, empowerment, high society and administrative constitution, achievement, personal growth, relationship with separates, and the oerall working condition.It has been argued that an increase in job satisfaction increases worker productivity (Wright & Cropanzano, 1997 Shikdar & Das, 2003). The refore, job satisfaction has a major effect on peoples lives. Locke (1976) indicated that job satisfaction to the highest degree commonly professs a persons physical wellness, mental health and social life whereby people who are satisfied with their jobs will play to be happy with their lives. Breed and Breda (1997) indicated that job satisfaction whitethorn affect absenteeism, complaints, and labour unrest. In view of this, satisfied workers will be much more productive and be retained inwardly the organisation for a longer period, in contrast to displeased workers who will be slight useful and who will have a greater tendency to quit their jobs (Crossman, 2003). More importantly, satisfied workers not only perform better only when also provide better service to customers, which could result in up(a) customer satisfaction.It is assumed that motivation and satisfaction are very standardised and that, in many cases, they are considered to be synonymous terms. According to H ersey and Blanchard (1988), motivation and satisfaction are quite several(predicate) from each other in terms of reward and performance. The authors point out that motivation is influenced by advanced perceptions about the relationship between performance and rewards, whereas satisfaction involves how people feel about the rewards they have received. In other words, motivation is a impression of expectations of the future while satisfaction is a consequence of past events (Carr, 2005).Researchers have habituated considerable attention to employee job satisfaction because it is closely link to the quality of the employees life. Jenner (1994) insisted that increasing the employees job satisfaction or morale is an important technique for eliminating absenteeism, reducing turnover, and eventually raising productivity. groom (1986) found that job dissatisfaction was associated with greater absenteeism and higher turnover rates. With high job satisfaction, the employee tended to sho w stronger organizational commitment and higher intention to remain with the partnership.1.2 fellow feeling MOTIVATION USING THEORIESTheories of motivation underside help us understand why people behave as they do. No theory has a Universal approach to explain benignant behaviour, because people are in like manner far complex (Donnelly, et al.1996). Two important collections of theories are theme theories and solve theories. Content theories are concerned with identifying what factors in an individual or the work environment energise and sustain behaviour. Process theories try to describe how behaviour is energised, directed, and sustained. Process theories first attempt to define variables in choice, i.e., Should I work hard? (Choice) how hard do I Work? (Persistence).Maslows hierarchy of Needs posits that behavior at a particular moment is laid by the strongest need. He placed them in a framework referred to as the hierarchy of needs because of the different levels of i mportance. Those needs that come first must be satisfied before a higher-level need comes into play. Equity Theory posits that perceived inequity is a Motivational force. Workers evaluate equity utilize a ratio of inputs to outputs. Inputs include force, experience, effort, and ability. Outcomes include benefits. Inequities occur when workers feel that outcomes are not compatible with inputs. Expectancy Theory asserts that employees are motivated to cast choices among behaviors. If employees believe that effort will be rewarded, there will be motivated effort, that is, they will decide to work harder to receive a reward. Expectancy is the belief that certain behaviours will or will not be successful. Preferences are the values a person attaches to different outcomes.2.0 THE TWO means THEORYHerzbergs cardinal-factor theory of motivation (1959) explains and studies the factors that play a key role in making the employees of an organisation satisfied or dis meet with their work a nd job profiles. The ii factors are- hygienics factors and motivators. If hygienics factors are absent, they can lead to creation of dissatisfaction among workers, moreover when they are passable, they alone cannot lead to meet workers in the work environment. On the other hand, motivators are the factors that are link up to the nature of the job and play a significant role in providing satisfaction among workers and leading to higher level of motivation (Bassett-Jones and Lloyd 2005). Employees all over the world not only want job security but also want quality employment. They desire to be granted fertile opportunities for advancement, fair working conditions, and fair treatment by managers, autonomy on their work, ambitious jobs and responsibility (Miner 2003).These factors are included in the motivator factors given by Herzberg and still hold true today in modern blood environment. Todays organisations focus on teamwork and cohesion among the group so as to create an inductive environment for work where employees are motivated to work and bring in to attaining the goals of the organisation. Cock and Davis (1990) demonstrate that work quality is one of the major factors that determine satisfaction among employees in terms of motivation. For instance, if an employee has adequate funds, but he has no meaningful work, then the employee starts feeling neediness of self value, which is again in coherence with the Herzbergs theory that when money stops organism the driving force force of motivation for employees, psychological rewards take its place and become more crucial as well as significant in terms of acting as a driving force of motivation.So, money stops acting as the motivator for employees beyond a certain threshold (Critical Analysis of Adam J. Stacys and Frederick Herzbergs Theories on Job Satisfaction of Employees 2012). In todays business scenario, sources of satisfaction at work and the ways in which jobs can be designed so as to mak e the work itself more challenging and enriching can motivate employees and help organisations attain their aims and goals as mentioned in Herzberg motivation theory (Locke and Latham 2004). Herzberg stated that the only way to motivate employees in the organisation is to give them challenging work so that they can feel a sense of responsibility as well as belonging towards the organisation. Today, employees are involved in decision making due to which they feel more responsibility as well as find themselves at a higher level of motivation.Intrinsic drivers dominate over external stimuli in terms of motivation and lead to enhanced theatrical roles towards organisational success. According to Herzbergs allow on Work and the Nature of Man 1973, he says man has devil sets of needs his need as an animal to avoid discommode, and his need as a human to grow psychologically. The biblical personages of Adam and Abraham are present to illustrate and develop the duality of mans nature. Briefly, as Adam, man is pictured as an animal whose overriding goal is to avoid the wo(e) inevitable in relating to his environment. On the other hand, looking at man in his totality, in addition to his avoidance nature there make ups a human being who is impelled to determine, to discover, to achieve, to actualise, to progress and to add to his existence. These needs add up the Abraham concept of man Work and the Nature of Man 1973.A canonic understand of the concept is that man exists as a duality and has two sets of needs present at the same metre. Another interesting and important construction of mans dual nature follows in that the two sets of needs of man are basically independent of one another. That is, each of the two concepts of man consists of a system of needs that operate in opposing directions. Furthermore, seething the needs of one facet of man (Adam) has teentsy or no effect upon the needs of the other facet in man (Abraham).It should be distinctiond that s ince both(prenominal) sets of needs exist in man at the same time both must be workd and one will not substitute for the other. To illustrate, one cannot find pleasure simply by avoiding physical pain, or avoid pain by finding happiness. From this illustration it becomes apparent that happiness and pain are not polar opposites of the same feeling originating from the same source that is, happiness and pain are not on the same continuum. This is the principal upon which the Herzberg two-factor theory is based.Job satisfaction and job dissatisfaction represent two separate and distinct continua proficient as observed earlier with respect to happiness and pain.Herzberg offers another analogy-as follows-to help explain this way of thinking about job attitudes let us characterise job satisfaction as vision and job dissatisfaction as hearing. It is readily seen that we are talking about two separate dimensions, since the excitant for vision is light, and increasing and decreasing lig ht will have no effect on mans hearing. The stimulus for audition is sound, and, in a similar fashion, increasing or decreasing loudness will have no effect on vision. Herzberg analysed and classified the job content factors or satisfying experiences as follows Achievement -Recognition -Work itself -Responsibility-Advancement Growth. According to Herzberg, these factors stand out as strong determiners of job satisfaction.Job responsibility and advancement being the most important relative to a lasting attitude charge. Achievement, more so than recognition, was frequently associated with such long-range factors as responsibility and the nature of the work itself. Recognition which produces rock-steady feelings about the job does not essentially have to come from superiors it whitethorn come from subordinates, peers, or customers. It is interesting to note that recognition based on achievement provides a more intensified satisfaction than does recognition used solely as a human rela tions tool divorced from any accomplishment, The latter does not serve as a satisfier, Rush, H. M. F. (1969- 92-93 9370)Compared with the satisfiers or motivators are the factors which cause low job attitude situations or job dissatisfaction. Such factors were found from the abstract of the study results to be associated primarily with an individuals relationship to the context of use or environment in which he does his work. These factors are extrinsic to the work itself and are referred to as dissatisfiers or hygiene (or maintenance) factors. Herzberg categorized the context or environmental factors causing dissatisfaction to include Dissatisfies Company policy and administration charge Working conditions Interpersonal relations (with peers, subordinates and superiors) Status Job security recompense Personal Life3.0 Hygiene Factors Why, for instance, do hygiene factors serve as dissatisfiers? Why, on the other hand, do motivators affect motivation in the positive direc tion? Consider the answers to these questions in terms of the distinction between the two sets of human needs (Adam vs Abraham). One stems from mans animal nature and his need to avoid pain. This set consists of the needs for which the hygiene factors are relevant. The word hygiene is a medical term meaning preventative and environmental.This is an assign term in view of the fact that the hygiene factors represent the environment to which man as an animal is constantly trying to adjust. The dissatisfies or hygiene factors previously listed are the major environment aspects of work. Because these factors serve only to sign up pain, they cannot contribute to positive satisfaction but only to the avoidance of dissatisfaction. Herzberg found, for example, that good working conditions (Physical, environment, congenial co-workers, good supervision) were rarely named as factors contributing to job satisfaction however, poor working conditions were frequently cited as sources of dissatisf action.Herzberg argued that improvement in the hygiene factors would only minimise dissatisfaction but not increase satisfaction and motivation. In order to motivate employees, the managers must ensure to provide the hygiene factors and then follow the motivating factors. When hygiene factors are adequate, people will not be dissatisfied but at the same time they whitethorn not be fully satisfied. They will be in a neutral state. If we want to motivate people on their jobs, it is suggested to give much importance on those job content factors such as opportunities for personal growth, recognition, responsibility, and achievement. These are the characteristics that people find intrinsically rewarding.Herzberg model sensitises that plainly treating the employees well through good company policies is not sufficient to motivate them. Managers should utilise the skills, abilities, and talents of the people at work through effective job designing. In other words, the work given to employ ees should be challenging and elicit and offer them a sense of achievement, recognition, and growth. Unless these characteristics are present in the job, employees will not be motivated.A company policy that treats workers well may not be motivation in itself if there is no throw career progression plan or it hinders progression whether through strict staff development policy or lack of provision of scholarships. For example, some companies have policies that a worker needs to serve a stripped-down of 8 years for them to be granted paid study abjure without sponsorship in view of the life expectancy which is significantly reduced, it may not be possible for an employee to wait for that long. Additionally, an employee may have added responsibilities such as taking his children to school thereby making it extremely difficult for them to allowance for their own studies. It is important to note that even in situations where this policy is elaborate, it may not bring motivation in itself unless it be accompanied by a motivator such as personal growth or recognition.There are a number of managerial styles that are select by different supervisors some are strict and do not consult while others are open and make workers autonomous. The quality of supervision alone, however, will not motivate a worker. nonetheless when the supervision is good, it may not motivate a worker unless this good supervision is joined with achievement, where the worker is given a normal task load and these tasks are smart in nature. Only then can this be a source of motivation. Despite being good, the supervisor must be seen to apply the concept of equity in dealing with subordinates, if this aspect is absent, then the workers may be dissatisfiedFactors that involve the physical environment of the job make out of work, facilities for performing work, light, tools, temperature, space, ventilation, and general appearance of the work place. In a company were working conditions are poor, workers will not be motivated to work. For example, a receptionist who works in a small and stuffy room will not be motivated to go for work the following day. Even if such a person worked in an air conditioned room with good chairs, but the company does not recognise her contribution to the organisation, she may decide to leave the organisation because she will not be motivated. So it is only when these factors are combined that one will be motivated. For example, when such a workers contribution is recognised even by management writing her a letter of appreciation, then there will be motivation and satisfaction.When it comes to job security, which is employees job tenure and/or the companys stability or instability, objective signs of the presence or absence of security, it is worth noting that when a job is secured it will produce a good feeling or the psychological well being of the employee will be good. However, on its own, it cannot provide motivation unless a balance is af flicted between the motivators and hygiene factors as outlined by HerzbergIn Herzbergs two-factor model pay is a maintenance factor that should not contribute significantly to motivation. The money that employees receive is actually a package do up of salary, and other fringe benefits such as transport, housing, furniture, medical allowance. Others include meal subsidy and utility allowances. This pay is given across the plug-in or is universal and, therefore, a worker will not feel anything special about this pay unless it is given to workers who have performed exceptionally well and not to everybody else. In this case, it becomes a merit pay.For example, a government worker who has been in service for quint years at a given position will be given the same salary as someone who has just graduated from the university because they have the same position and qualification and salary scale. In such a situation, salary will not be a motivation for the one who has served longer. In vi ew of this, the employee who has worked for five years will only be motivated if his salary is different on account of performance and length in service. Here, we see an aspect of recognition coming into play. In expectancy theory, pay can satisfy a variety of needs and influence choice and behavior, while in equity theory, pay is a major outcome that one compares with other employees.The relationships between the worker and his or her superiors, subordinates, and peers-by which we mean the related interactions and social interactions within the work environment-play a major role in determining how employees feel about their work. Ordinarily a good and warm relationship with ones supervisor would entail no dissatisfaction on the part of the worker. However, if the company does not recognise ones effort or contribution to the organisation, then they will not be motivated. In order to motivate, good supervision has to be coupled with a good company policy and recognition.4.0 Conclusio n The concept of Herzbergs Two-factor theory is one that focuses on understanding the acceptable hygiene factors that prevent the employee from being dissatisfied. It must be noted, though, that hygiene factors do not do much to motivate the employee and the management of companies has to try other ways of achieving this. The main idea behind such factors is that they may spell the difference in the perceptions that employees hold with regards to their work and their relationship with their organisation of choice. It must be noted that both factors (hygiene factors and motivation factors) must exist in order for the employee to be motivated in his work, in the lift out way that he/she possibly can.If there are missing factors (whether they may be hygiene factors or motivation factors), it is possible for the employee to be dissatisfied and not perform in the best way that they can. If all the hygiene factors are present and even when there is more than enough of a hygiene factor pr esent, then it is possible that the employee would still not be motivated. Thus, in order for managers to successfully motivate their employees, there is a need for them to determine the appropriate and the sufficient motivation factors to use. Although, it is not always necessity that motivators keep motivating employees all the time and hygiene factors cause dissatisfaction. any(prenominal) of these factors can interchange their roles as well. Therefore, it is required on the part of managers to catch more pragmatic approach and apply a blend of both motivator factors and hygiene factors to attain the individual as well as organizational goals with efficiency and effectiveness