Herzberg The Two Factor Theory

1. Herzberg The Two Factor Theory

2. The Investigation Herzberg investigated the behaviour of American white collar workers. He wanted to discover if professional workers were being motivated by a range of factors. The main investigations were carried out using surveys and monitoring of workplace practice and behaviour.

3. Findings Herzberg found that not all factors motivate, employees had expectations of treatment in work, and if these expectations were absent it led to de-motivation. So he argued that people’s satisfaction and dissatisfaction are influenced by two independent sets of factors — which he named - • motivation factors and • hygiene factors.

4. The Two Factor Theory, assumes that job satisfaction and job dissatisfaction are distinct from each other, and therefore must be dealt with separately Motivators can motivate, but only if employers ensure that there are no de-motivating factors in place - that is hygiene factors are satisfied.

5. Hygiene Factors • Supervisors • Working conditions • Working relations • Pay and security • Company policies and administration Hygiene factors must be present to avoid dissatisfaction – but they do not lead to satisfaction, or motivate

6. Dissatisfaction No dissatisfaction Control and close Supervisors Hands-off and friendly Unsafe and uncomfortable Working conditions Safe and comfortable Encouragement of social Activities and friendly workplace Management by intimidation Working relations Low pay, fear of redundancy Secure in jobs, well paid Pay and security Clear and consistent Unclear, and arbitrary Company policies and administration

7. motivation factors Achievement Recognition Interesting and challenging work Responsibility Promotion and growth in responsibilities Motivation Factors • • • • • The motivators must be present if satisfaction is to be gained from work done

8. Satisfaction No satisfaction Recognized and rewarded- Achievement – Ignored and unrewarded Communication and involvement- Recognition – Passed instructions and orders Effective task design, -The work itself – Repetitive, undemanding a job that grows Complete tasks, empowerment – Responsibility – Hierarchical, monitoring Training, and promotion - Advancement – Stuck in a rut and growth

9. Managers must be aware that • Motivators are more important to job satisfaction than hygiene factors • Job design is more important than job title - Job design consists of a job’s tasks, the methods used to complete the tasks, and how the job relates to others in the organization • For motivation to occur, hygiene factors must first be in place • Training and communication are key parts of motivation

10. Criticisms • No awareness shown of importance of group work • Investigation only into professional workers • Hygiene factors are difficult to maintain in uncertain economic times • Costs of maintaining motivators

11. Maslow Vs. Herzberg Maslow’s hierarchy Herzberg’s two-factor theory Motivators Achievement – rewards, promotion Recognition – communication, rewards Responsibility - empowerment Advancement - training The job itself – interesting, challenging Self-actualization Self Esteem Hygiene Factors Working relations – group work, friendly environment Supervision – allows freedom Company policies – understandable and fair, contract of employment Working conditions – pleasant, safe environment Social Safety Physiological Salary – decent wage level