Herzberg’s Two-Factor Theory To Enhance Employee Motivation
Herzberg’s Two-factor theory, also known as
Motivator-Hygiene, emanated from a study conducted among accounts and engineers
to determine what makes an individual feel good or bad about their job (Saif et
al., 2012). Herzberg revealed that certain characteristics of a job are
consistently related to job satisfaction while different factors are associated
with job dissatisfaction (Ratzburg, 2003). Herzberg's
motivation hygiene theory is often called the two factor theory and focuses on
those sources of motivation which are pertinent to the accomplishment of work
(Hall and Williams, 1986). Herzberg concluded that job
satisfaction and dissatisfaction were the products of two separate factors: (1)
motivating factors (satisfiers) and (2) hygiene factors (dissatisfiers)(Padee,
1990).( (illustrated in figure
1.0)
Figure 1.0
(Source - Herzberg, Mousner, and Snyderman, 1959, 59-83)
Hygiene Factors
The hygiene factors are also referred to as the maintenance factors and comprise of the physiological, safety and love needs from Maslow’s hierarchy of needs (Amoako, 2011). They operate primarily to dissatisfy employees when they are not present, however the presence of such conditions does not necessarily build strong motivation (Gibson, 2000). According to Armstrong (2014), hygiene factors neither satisfy nor motivate and they serve primarily to prevent job dissatisfaction, while having little effect on positive job attitude. These factors include; company policy and administration, technical supervision, interpersonal relations with supervisor, interpersonal relations with peers and subordinates, salary, job security, personal life, work conditions and status (Amako, 2011). According to Herzberg, hygiene cannot motivate & when used to achieve this goal it can actually produce negative effects over the long run (Pardee, 1990). However improvements in these conditions also do not create motivation (Huling, 2003).
Motivator
Factors
According to Herzberg, the motivator factors pertain to the job
content and they are intrinsic to the job itself (Amoako,
2011).To motivate employees, organizations should focus on supplying intrinsic
or motivation factors (Robbins, 2009). Intrinsic factors are actually the factors
that contribute to employee’s level of job satisfaction (Yusoff et al, 2013).
They comprise the physiological need for growth and recognition. The absence of
these factors does not prove highly dissatisfying but when present, they build
strong levels of motivation that result in good job performance (Amoako, 2011).
These factors include; achievement, recognition, advancement, the work itself,
the possibility of personal growth and responsibility (Pardee,
1990).
Video 01 - Motivating Your Team Using Herzberg's Motivators and Hygiene Factors
Source:
(Mind Tools Videos,
2018)
The proper management of hygiene factors
is an important first step in applying Herzberg's two factor theory. According
to Hamner and Organ (1978) the hygienes have always been and probably always
will be easier to measure, control and manipulate than the motivators. The
challenge for the management in banking sector which is highly competitive is
to motivate employees to enhance the efficiency while maintaining the superior
service quality. In identifying the motivation factors associated with work,
the commercial bank that I employ has aligned its Human Resource strategies
accordingly by enabling the following;
v Providing opportunities for achievement through internal recruitment process. The employees are given the prior opportunity to apply for job vacancies arising either in the present area of function or in different functional areas within the bank or within the group of companies.
v Recognizing workers contributions through performance evaluation process
v Creating work that is rewarding and that matches the skills and abilities of the employee. Efforts were made by the bank during the recent years to streamline Job Evaluation & Job Banding, with the aim of increasing the transparency and the awareness of employees of their current job grade and opportunities for growth within the bank.
v Giving as much responsibility to each team member as possible. Job descriptions are reviewed annually and communicated to employees.
v Offering training and development opportunities in order to pursue the positions employees want within the bank. At the beginning of each year a training calendar is made available by the bank for all employees to apply for the required silks and knowledge.
Reference
Amoako, GK 2011,’Application of Frederick Herzberg’s Two-Factor theory in assessing and understanding employee motivation at work’, European Journal of Business and Management, vol 3, no.9
Armstrong, M 2014, Armstrong’s Handbook of Human Resource Management Practice. 13th Edition. London, Kogan Page
Babudi, RM 2017, ‘Theories of Motivation and Their Application in Organizations: A Risk Analysis’ , International Journal of Innovation and Economics Development, vol 3, no.3
Gawel, JE 1997, ‘Herzberg’s Theory of Motivation and Maslow’s Hierarchy of Needs’, Practical Assessment, Research and Evaluation, vol 5, no. 11, viewed 03 November 2020<https://scholarworks.umass.edu/pare/vol5/iss1/11>
<https://files.eric.ed.gov/fulltext/ED316767.pdf>
Yusoff,WFW, Kian, TS & Idris, MTM (2013), ‘Herzberg’s Two
Factors Theory on Work Motivation: Does it work for today’s environment’, Journal of Commerce and Management
Perspectives, vol 2, no. 5, pp. 18-22
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ReplyDeleteAccording to the setting of theory, Extrinsic Factors are less to contribute to employees’ motivation need. The presences of these factors were just to prevent any dissatisfaction to arise in their workplaces. Extrinsic Factors are also well known as job context factors; are extrinsic satisfactions granted by other people for employees (Robbins, 2009).These factors serve as guidance for employers in creating a favorable working environment where employees feel comfortable working inside. When all these external factors were achieved, employees will be free from unpleasant external working conditions that will banish their feelings of dissatisfactions, but remains themselves neutral in neither satisfied nor motivated; however, when employers fail to supply employees’ Extrinsic Factors needs, employees’ job dissatisfaction will arise.
ReplyDeleteIntrinsic Factors are the actually factors that contribute to employees’ level of job satisfactions. It has widely being known as job content factors which aim to provide employees meaningful works that able to intrinsically satisfy themselves by their works outcomes, responsibilities delegated experience learned, and achievements harvested (Robbins, 2009). Intrinsic Factors are very effective in creating and maintaining more durable positive effects on employees’ performance towards their jobs as these factors are human basic needs for psychological growth. Intrinsic Factors will propel employees to insert additional interest into their job. When employees are well satisfied by motivational needs, their productivity and efficiency will improved.
The proper management of hygiene factors is an important first step in applying Herzberg's two factor theory. According to Hamner and Organ (1978) the hygienes factors are easier to measure, control and manipulate than the motivators. The challenge for the management is to motivate employees to enhance the efficiency while maintaining the superior service quality. .To motivate employees, organizations should focus on supplying intrinsic or motivation factors (Robbins, 2009)
ReplyDeleteHerzberg’s work categorized motivation into two factors: motivators and hygienes (Herzberg, Mausner, & Snyderman, 1959). Motivational or innate factors, such as realization and acceptance, create job satisfaction, while job satisfaction, such as hygiene or external factors, such as wages and job security. Interest in this theory dates back to the 1970s and early 1980s (Ambrose & Kulik, 1999).
ReplyDeleteAccording to the Herzberg, (1987) motivators and hygiene theory, hygiene factor won’t motivate employees but missing it will unmotivated the employee. But the same factors identify as motivators in ERG Theory (Alderfer, 1969).
ReplyDelete