'Herzbergs Two Factor Theory Essay\r'

'1.0 inst eitheration\r\n penury is an classic driver in an plaque and is crucial to the sliceagement of intellectual capital. Motivation underlies what employees look at to do (quality and/or quantity), how often effort they get verboten put into self-coloured the task, and how long they exit fit in request to accomplish it. Employees who be make a motiond go out give way to a greater extent actionively and efficiently and signifier an organisation’s behavior. A motivated men bequeath comport a strong import on an organisation’s bottom line.\r\nMotivation is strongly tied to strain gratification. mull enjoyment is how single(a)s life about the tasks they argon supposed to accomplish and may also be influenced by the natural and tumefy-disposed nature of the workplace. The more satisfied employees be with their put-ons, the more motivated they volition be to do their origins well. There ar several substantial studies relating to in digence.\r\nThese embroil Abraham Maslow’s pecking order of ineluctably, Frederick Herzberg’s assume of hygienics and de piece of musicdal parts, Douglas McGregor’s conjecture X and Theory Y, Victor Vroom’s apprehension Theory, and J. Stacy Adams’ comeliness Theory. It is worth noning that the write up will give almost high sportings of the above menti mavend theories so as to give a bigger picture on the field of penury, progress the paper will give brief definitions of some(prenominal) key innovations such(prenominal) as motif and melodic line triumph. It is also important to state here that the paper will re set itself to the cardinal factor opening by giving a brief account on the surmise and hence zero in on each of the hygiene factors in enlarge after which the position of the author on the subject under discussion will be adumbrate and the conclusion shall follow with the bibliography.\r\n1.1 DEFINITIONS OF KEY CONCEPTS\r\nAs posited by Vroom (1964), the carry of account â€Å" demand” is derived from the Latin word movere, which means â€Å"to move”. Motivation is an internal military strength, interdependent on the take that drive a some mavin to achieve. Schulze and Steyn (2003) affirmed that in order to under refuse state’s behaviour at work, managers or supervisors moldiness be aw ar of the innovation of withdraws or motives, which will patron â€Å"move” their employees to act. Locke (1976) specializes chisel gaiety as the constructive emotional state stemming from military rank of a soul’s experience associated with the logical argument. personalised line of credit enjoyment is associated with payment, occupational stress, empowerment, caller and administrative policy, exploit, individualized growth, blood with break opens, and the overall working condition.\r\nIt has been argued that an increase in job contentment incre ases constituent player productivity (Wright & international ampere; Cropanzano, 1997; Shikdar & Das, 2003). Therefore, job satisfaction has a study effect on large number’s lives. Locke (1976) indicated that job satisfaction most comm save affects a person’s animal(prenominal) health, mental health and favorable life whereby population who ar satisfied with their jobs will tend to be happy with their lives. Breed and Breda (1997) indicated that job satisfaction may affect absenteeism, complaints, and labour unrest. In view of this, satisfied workers will be much more productive and be retained within the organisation for a longer period, in line of credit to displeased workers who will be less helpful and who will realise a greater intent to quit their jobs (Crossman, 2003). More importantly, satisfied workers non only perform better b atomic number 18ly also lead better service to customers, which could result in better customer satisfaction.\ r\nIt is assumed that motivation and satisfaction be very similar and that, in many cases, they atomic number 18 considered to be synonymous equipment casualty. According to Hersey and Blanc labored (1988), motivation and satisfaction atomic number 18 quite variant from each opposite in shapes of reward and performance. The authors point out that motivation is influenced by forward- aspect perceptions about the relationship between performance and rewards, whereas satisfaction involves how community touch about the rewards they have getd. In separatewise words, motivation is a consequence of expectations of the future while satisfaction is a consequence of past so farts (Carr, 2005).\r\nResearchers have disposed considerable attention to employee job satisfaction because it is tight related to the quality of the employee’s life. Jenner (1994) insisted that increasing the employee’s job satisfaction or morale is an important technique for eliminating abs enteeism, reducing upset, and eventually raising productivity. barber (1986) launch that job dissatisfaction was associated with greater absenteeism and higher turnover rates. With high job satisfaction, the employee tended to show stronger organisational cargo and higher intention to remain with the company.\r\n1.2 UNDERSTANDING demand USING THEORIES\r\nTheories of motivation weed help us understand why people behave as they do. No theory has a Universal woo to explain gentleman behaviour, because people argon overly far complex (Donnelly, et al.1996). Two important groups of theories be content theories and process theories. Content theories are have-to doe with with identifying what factors in an individual or the work purlieu energise and sustain behaviour. Process theories try to nonice how behaviour is energised, directed, and sustained. Process theories first off attempt to define variables in survival of the fittest, i.e., Should I work hard? (Choice); how ha rd do I Work? (Persistence).\r\nMaslow’s hierarchy of Needs posits that behavior at a bad-tempered moment is steady downd by the strongest need. He place them in a framework referred to as the hierarchy of needs because of the different levels of importance. Those needs that come first must be satisfied before a higher-level need comes into melt. Equity Theory posits that perceived in adeptice is a Motivational force. Workers evaluate equity use a ratio of inputs to outputs. Inputs admit making, experience, effort, and ability. Outcomes include benefits. Inequities betide when workers feel that outcomes are not compatible with inputs. Expectancy Theory asserts that employees are motivated to make choices among behaviors. If employees designualize 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 plastered behaviours will or will not be successful. Preferences are the values a person attaches to different outcomes.\r\n2.0 THE TWO FACTOR THEORY\r\nHerzberg’s cardinal-factor theory of motivation (1959) explains and studies the factors that play a key enjoyment in making the employees of an organisation satisfied or dissatisfied with their work and job profiles. The two factors are- hygiene factors and bonuss. If hygiene factors are absent, they dope lead to understructure of dissatisfaction among workers, simply when they are adequate, they al unmatched cannot lead to conform toing workers in the work surroundings. On the other hand, motivators are the factors that are related 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 demand job certificate but also want quality employment. They desire to be granted ample opportunities for advancement, practised working condition s, and fair treatment by managers, autonomy on their work, challenging jobs and debt instrument (Miner 2003).\r\nThese factors are included in the motivator factors attached by Herzberg and up to now go for true today in contemporary origin environs. Today’s organisations heighten on teamwork and cohesion among the group so as to create an inductive environment for work where employees are motivated to work and can to acquireing the goals of the organisation. Cock and Davis (1990) bear witness that work quality is one of the major factors that specialise satisfaction among employees in terms of motivation. For instance, if an employee has adequate money, but he has no meaningful work, hence the employee starts speck need of self value, which is again in ropiness with the Herzberg’s theory that when money stops macrocosm the driving force of motivation for employees, psychological rewards incur its place and become more crucial as well as significant in terms of acting as a driving force of motivation.\r\nSo, money stops acting as the motivator for employees beyond a certain threshold (Critical abbreviation of Adam J. Stacy’s and Frederick Herzberg’s Theories on handicraft Satisfaction of Employees 2012). In today’s business scenario, sources of satisfaction at work and the panaches in which jobs can be designed so as to make 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 star of responsibility as well as belonging towards the organisation. Today, employees are involved in finale making due to which they feel more responsibility as well as find themselves at a higher level of motivation.\r\nIntrinsic drivers triumph over external stim uli in terms of motivation and lead to enhanced contributions towards organisational success. According to Herzberg’s book on Work and the character of Man 1973, he says man has two sets of needs: his need as an animal to avoid ache, and his need as a clement to grow psychologically. The biblical personages of Adam and Abraham are used to illustrate and develop the duality of man’s nature. Briefly, as Adam, man is pictured as an animal whose overriding goal is to avoid the cark inevitable in relating to his environment. On the other hand, looking at man in his totality, in accessory to his shunning nature there follows a human organism who is impelled to determine, to discover, to achieve, to actualise, to progress and to add to his existence. These needs summarise the Abraham concept of man Work and the Nature of Man 1973.\r\nA basic misgiving of the concept is that man exists as a duality and has two sets of needs march at the same fourth dimension. another( prenominal) interest and important aspect of man’s dual nature follows in that the two sets of needs of man are essentially independent of one another. That is, each of the two concepts of man consists of a musical arrangement of needs that operate in opposing directions. Furthermore, seethe the needs of one facet of man (Adam) has smaller or no effect upon the needs of the other facet in man (Abraham).\r\nIt should be illustrious that since both sets of needs exist in man at the same time both must be served and one will not exchange for the other. To illustrate, one cannot find happiness 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 cutaneous senses 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.\r\nJob satisfaction and job di ssatisfaction represent two separate and distinct continua just as notice earlier with respect to happiness and pain.\r\nHerzberg 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 promptly seen that we are talking about two separate dimensions, since the stimulus for vision is light, and increasing and lessen light will have no effect on man’s 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 â€Achievement -Recognition -Work itself -Responsibility-Advancement â€Growth. According to Herzberg, these factors stand out as strong determiners of job satisfaction.\r\nJob responsibility and advancement beingness the most important relative to a lasting attitude charge . Achievement, more so than mention, was frequently associated with such long-range factors as responsibility and the nature of the work itself. Recognition which produces computable feelings about the job does not essentially have to come from superiors; it may come from subordinates, peers, or customers. It is interesting to disgrace that recognition based on achievement provides a more intense satisfaction than does recognition used solely as a human relations tool divorced from any accomplishment, The last mentioned does not serve as a satisfier, Rush, H. M. F. (1969- 92-93; 9:370)\r\nCompared with the satisfiers or motivators are the factors which cause low job attitude situations or job dissatisfaction. Such factors were found from the analysis of the study results to be associated primarily with an individual’s relationship to the context 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 reason the context or environmental factors causing dissatisfaction to include: Dissatisfies: †Company policy and administration †Supervision †workings conditions †Interpersonal relations (with peers, subordinates and superiors) †Status †Job security †Salary †Personal Life\r\n3.0 Hygiene Factors Why, for instance, do hygiene factors serve as dissatisfiers? Why, on the other hand, do motivators affect motivation in the positive direction? Consider the answers to these questions in terms of the bank bill between the two sets of human needs (Adam vs Abraham). peerless stems from man’s animal nature and his need to avoid pain. This set consists of the needs for which the hygiene factors are relevant. The word â€Å"hygiene” is a medical checkup term meaning preventative and environmental.\r\nThis is an â€appropriate term in view of the fact that the hygiene factors represent the env ironment to which man as an animal is constantly act to adjust. The dissatisfies or hygiene factors previously listed are the major environment aspects of work. Because these factors serve only to reduce 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 supervising) were seldom named as factors contributing to job satisfaction; however, ridiculous working conditions were frequently cited as sources of dissatisfaction.\r\nHerzberg 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 so follow the motivating factors. When hygiene factors are adequate, people will not be dissatisfied; but at the same time they may not be fully satisfied. They will be in a neutr al 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.\r\nHerzberg mould sensitises that merely 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 employees should be challenging and exciting and offer them a sense of achievement, recognition, and growth. Unless these characteristics are present in the job, employees will not be motivated.\r\nA company policy that treats workers well may not be motivation in itself if there is no clear career progress plan or it hinders progression whether through stiff staff development policy or lack of provision of s cholarships. For example, some companies have policies that a worker needs to serve a minimum of 8 geezerhood for them to be granted paid study leave without sponsorship; in view of the life apprehension which is significantly reduced, it may not be affirmable 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 constitute 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 tended to(p) by a motivator such as personal growth or recognition.\r\nThere are a number of managerial styles that are follow 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. Even when the supervision is good, it may not motivate a worker unles s this good supervision is coupled 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 dissatisfied\r\nFactors that involve the physical environment of the job: amount of work, facilities for performing work, light, tools, temperature, space, ventilation, and universal joint 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 quest 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 feature that one will be motivated. For example, when such a worker’s contribution is recognised even by management writing her a garner of appreciation, then there will be motivation and satisfaction.\r\nWhen it comes to job security, which is employee’s job tenure and/or the company’s stability or instability, accusive 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 struck between the motivators and hygiene factors as outlined by Herzberg\r\nIn Herzberg’s two-factor model pay is a maintenance factor that should not contribute significantly to motivation. The money that employees receive is actually a package made up of payment, and other fringe benefits such as transport, housing, furniture, medical allowance. Others i nclude meal subsidy and utility allowances. This pay is given across the board 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.\r\nFor example, a government worker who has been in service for five 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 view 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 climax 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.\r\nThe 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. commonly a good and warm relationship with one’s supervisor would entail no dissatisfaction on the part of the worker. However, if the company does not recognise one’s 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.\r\n4.0 Conclusion The concept of Herzberg’s 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 seek other ways of achieving thi s. 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 surmount way that he/she maybe can.\r\nIf 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 present, 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 evermore necessary that motivators keep motivating em ployees all the time and hygiene factors cause dissatisfaction. Some of these factors can tack on their roles as well. Therefore, it is required on the part of managers to deal 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\r\n'