Application of Herzberg’s two factor theory in employee motivation.

 

 

Application of Herzberg’s two factor theory in employee motivation.

 Dartey-Baah and Amoako (2011), emphasis that Herzberg divided motivation in to two factors: Motivator and Hygiene’s further, two factors determine employee’s satisfaction or dissatisfaction about their job. Shermerhorn (2001), emphasizing that Herzberg's two-factor theory of clarifies the motivational effects of the work environment.

Motivation factors such as recognition, achievement, responsibility, growth, opportunities and promotion make high motivation and high satisfaction further, Hygiene factors include salary, Working Conditions, Job Security, personal life, Company policies and administration create general satisfaction. Kim (2006).Herzberg says best way to motivate the employees is to give challenging work that they can take responsibility. Leach and Westbrook (2000)

Figure1 : Two Factor Theory of Motivation

                    

   Source : Herzberg’s Two Factor Theory (EPM, 2018)

 Hygiene factors

Hygiene factors are those job factors which are essential for existence of motivation at workplace. These do not lead to positive satisfaction for long-term. But if these factors are absent / if these factors are non-existent at workplace, then they lead to dissatisfaction. In other words, hygiene factors are those factors which when adequate/reasonable in a job, pacify the employees and do not make them dissatisfied. These factors are extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance factors as they are required to avoid dissatisfaction. These factors describe the job environment/scenario. The hygiene factors symbolized the physiological needs which the individuals wanted and expected to be fulfilled. Hygiene factors include:

·         Pay - The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain.

·         Company Policies and administrative policies - The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc.

·         Fringe benefits - The employees should be offered health care plans (Mediclaim), benefits for the family members, employee help programmes, etc.

·         Physical Working conditions - The working conditions should be safe, clean and hygienic. The work equipment should be updated and well-maintained.

·         Status - The employees’ status within the organization should be familiar and retained.

·         Interpersonal relations - The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present.

·         Job Security - The organization must provide job security to the employees.

Motivational factors

According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a superior performance. These factors are called satisfiers. These are factors involved in performing the job. Employees find these factors intrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an additional benefit. Motivational factors include:

·       Recognition - The employees should be praised and recognized for their accomplishments by the managers.

·       Sense of achievement - The employees must have a sense of achievement. This depends on the job. There must be a fruit of some sort in the job.

·       Growth and promotional opportunities - There must be growth and advancement opportunities in an organization to motivate the employees to perform well.

·       Responsibility - The employees must hold themselves responsible for the work. The managers should give them ownership of the work. They should minimize control but retain accountability.

·       Meaningfulness of the work - The work itself should be meaningful, interesting and challenging forhe employee to perform and to get motivated.

 The hygiene 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, Herzberg (1987) These factors are not directly related to the job but the conditions that surround doing the job.  However, the presence of such conditions does not necessarily build strong motivation. Gibson (2000)

 Herzberg hygiene factors, since they are necessary to maintain a reasonable level of satisfaction and can also cause dissatisfaction. The hygiene factors are not direct motivators but are necessary to prevent dissatisfaction and at the same time serve as a starting point for motivation. However, improvements in these conditions do not create motivation. Hulling (2003).

 In contrast, motivators are factors that are intrinsic to the job, such as achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities. According to Herzberg’s research, motivators are the conditions that truly encourage employees to try harder. Motivational factors, on the other hand, can increase job satisfaction, and motivation is based on an individual's need for personal growth. Herzberg (1987) If these elements are effective, then they can motivate an individual to achieve above-average performance and effort. For example, having responsibility or achievement can cause satisfaction human characteristics. Dartey-Baah  (2011)

 These two factors apply to workplace comprehensive pay and benefit programs, developing team building workshops, and creating ways to identify good performance. Be competitive in recruiting, and people will motivate you to stay and stay loyal. George (2005)

 Motivation factors increase the job satisfaction and hygiene factors lead to dissatisfaction of employees. 

 

References
        
Dartey-Baah, K. and Amoako, G.K. (2011).Application of Frederick Herzberg’s Two-Factor Theory in Assessing and Understanding Employee Motivation at Work: A Ghanaian Perspective. European Journal of Business and Management, Vol 3, No.9.
 
Dartey, B. (2011), Application of Frederick Herzberg’s Two-Factor theory in assessing and understanding employee motivation at work,Vol 3. European Journal of Business and Management.
 
George, J. M. & Jones, G. R. (2005), “Understanding and managing organisational behavior”, (4th ed.). Upper Saddle River, NJ, Pearson Prentice, New York: McGraw-Hill.
 
Gibson, J., Ivanevich, L., John, M. & Donnelly, J. H. (2000), “Organisations-Behaviour- StructureProcesses”’ 10th Edition. Boston. McGraw-Hill.
 
 Kim, D. (2006).Employee Motivation: “Just Ask Your Employees” Seoul Journal of Business   Volume 12, Number 1.
 
Leach,F.J., Westbrook, J.D. (2000). Motivation and Job Satisfaction in One Governmentresearch and Development Environment. Engineering Management Journal. Vol.12, Iss. 4; pg. 3-9.
 
Schermerhorn,J.R, (2001): Management, Six Edition. John Wiley Sons, Inc., 285-287.