Herzberg The Two Factor Theory The Investigation Herzberg

Herzberg The Two Factor Theory

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.

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 n motivation factors and n hygiene factors.

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.

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

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

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

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

Managers must be aware that Motivators are more important to job satisfaction than hygiene factors u 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 u For motivation to occur, hygiene factors must first be in place u Training and communication are key parts of motivation u

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

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