Two Factor Theory (also known as Herzberg's Motivation-Hygiene Theory) was developed by Frederick Herzberg, a psychologist who found that job satisfaction and job dissatisfaction acted independently of each other. Two Factor Theory states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction.
Attitudes and their connection with industrial mental health are related to Maslow's theory of motivation. His findings have had a considerable theoretical, as well as a practical, influence on attitudes toward administration. According to Herzberg, individuals are not content with the satisfaction of lower-order needs at work, for example, those associated with minimum salary levels or safe and pleasant working conditions. Rather, individuals look for the gratification of higher-level psychological needs having to do with achievement, recognition, responsibility, advancement, and the nature of the work itself. So far, this appears to parallel Maslow's theory of a need hierarchy. However, Herzberg added a new dimension to this theory by proposing a two-factor model of motivation, based on the notion that the presence of one set of job characteristics or incentives lead to worker satisfaction at work, while another and separate set of job characteristics lead to dissatisfaction at work. Thus, satisfaction and dissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena. This theory suggests that to improve job attitudes and productivity, administrators must recognize and attend to both sets of characteristics and not assume that an increase in satisfaction leads to a decrease in unpleasurable dissatisfaction.
The two-factor, or motivation-hygiene theory, developed from data collected by Herzberg from interviews with a large number of engineers and accountants in the Pittsburgh area. From analyzing these interviews, he found that job characteristics related to what an individual does — that is, to the nature of the work she performs — apparently have the capacity to gratify such needs as achievement, competency, status, personal worth, and self-realization, thus making her happy and satisfied. However, the absence of such gratifying job characteristics does not appear to lead to unhappiness and dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company policies, supervision, technical problems, salary, interpersonal relations on the job, and working conditions. Thus, if management wishes to increase satisfaction on the job, it should be concerned with the nature of the work itself — the opportunities it presents for gaining status, assuming responsibility, and for achieving self-realization. If, on the other hand, management wishes to reduce dissatisfaction, then it must focus on the job environment— policies, procedures, supervision, and working conditions. If the management is equally concerned about both (as is usually the case), then managers must pay attention to both sets of the job factors.
The theory was based around interviews with 203 American accountants & engineers in Pittsburgh, chosen because of their professions' growing importance in the business world. The subjects were asked to relate times when they felt exceptionally good or bad about their present job or any previous job, and to provide reasons, and a description of the sequence of events giving rise to that positive or negative feeling.
The following are the hygiene factors and motivators:
Two Factor Theory distinguishes between:
* Motivators (e.g. challenging work, recognition, responsibility) which give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth. They are those factors, which by their absence do not inhibit performance, but any addition in them increases efficiency. These are the job content factors that make the job itself a tool of motivation and are also called ‘Satisfiers’.
* Hygiene factors (e.g. status, job security, salary and fringe benefits) which do not give positive satisfaction, although dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary. They are those factors that by their absence inhibit performance but any addition in them does not increase efficiency or productivity. These are the job context factors that occur at the time of doing the job. Thus they are extrinsic to the job. These factors are also called dis-satisfiers.
Essentially, hygiene factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed in order to motivate an employee to higher performance, Herzberg also further classified our actions and how and why we do them, for example, if you perform a work related action because you have to then that is classed as movement, but if you perform a work related action because you want to then that is classed as motivation. By their very nature hygiene factors are necessary for the performance but what is required of the manager is to provide these factors to the required level and focus his attention to provide more and more on the motivators. Motivators cater to the higher order needs of the human being and, therefore, they are more important. In order to build these factors into the job design a manager should load the job with motivators. This is the theory of job loading which can be done either by horizontally loading or by vertically loading the job.
The Horizontal job loading is known as “job enlargement” while vertical job loading is known as “job enrichment”.
Job Enlargement:
The following are the principles of job enlargement:
1. Challenging the employees by increasing the amount of production expected of him;
2. Adding other tasks to the job;
3. Removing the more difficult parts of the assignment in order to free the worker;
4. Rotating the assignments.
Job Enrichment
Principles of Job Enrichment according to Herzberg, are as under:
Attitudes and their connection with industrial mental health are related to Maslow's theory of motivation. His findings have had a considerable theoretical, as well as a practical, influence on attitudes toward administration. According to Herzberg, individuals are not content with the satisfaction of lower-order needs at work, for example, those associated with minimum salary levels or safe and pleasant working conditions. Rather, individuals look for the gratification of higher-level psychological needs having to do with achievement, recognition, responsibility, advancement, and the nature of the work itself. So far, this appears to parallel Maslow's theory of a need hierarchy. However, Herzberg added a new dimension to this theory by proposing a two-factor model of motivation, based on the notion that the presence of one set of job characteristics or incentives lead to worker satisfaction at work, while another and separate set of job characteristics lead to dissatisfaction at work. Thus, satisfaction and dissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena. This theory suggests that to improve job attitudes and productivity, administrators must recognize and attend to both sets of characteristics and not assume that an increase in satisfaction leads to a decrease in unpleasurable dissatisfaction.
The two-factor, or motivation-hygiene theory, developed from data collected by Herzberg from interviews with a large number of engineers and accountants in the Pittsburgh area. From analyzing these interviews, he found that job characteristics related to what an individual does — that is, to the nature of the work she performs — apparently have the capacity to gratify such needs as achievement, competency, status, personal worth, and self-realization, thus making her happy and satisfied. However, the absence of such gratifying job characteristics does not appear to lead to unhappiness and dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company policies, supervision, technical problems, salary, interpersonal relations on the job, and working conditions. Thus, if management wishes to increase satisfaction on the job, it should be concerned with the nature of the work itself — the opportunities it presents for gaining status, assuming responsibility, and for achieving self-realization. If, on the other hand, management wishes to reduce dissatisfaction, then it must focus on the job environment— policies, procedures, supervision, and working conditions. If the management is equally concerned about both (as is usually the case), then managers must pay attention to both sets of the job factors.
The theory was based around interviews with 203 American accountants & engineers in Pittsburgh, chosen because of their professions' growing importance in the business world. The subjects were asked to relate times when they felt exceptionally good or bad about their present job or any previous job, and to provide reasons, and a description of the sequence of events giving rise to that positive or negative feeling.
The following are the hygiene factors and motivators:
tors:
| | Hygiene Factors i.e. dis-satisfaction | Motivators i.e. satisfaction |
| 1 | Company Policies and administration; | Achievement; |
| 2 | Technical Supervision; | Recognition; |
| 3 | Interpersonal relations with superiors; | Advancement; |
| 4 | Interpersonal relations with peers; | Work itself; |
| 5 | Interpersonal relations with subordinates; | Possibility of Growth; |
| 6 | Salary; | Responsibility. |
| 7 | Job Security; | |
| 8 | Personal Life; | |
| 9 | Working Conditions; | |
| 10 | Status. | |
* Motivators (e.g. challenging work, recognition, responsibility) which give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth. They are those factors, which by their absence do not inhibit performance, but any addition in them increases efficiency. These are the job content factors that make the job itself a tool of motivation and are also called ‘Satisfiers’.
* Hygiene factors (e.g. status, job security, salary and fringe benefits) which do not give positive satisfaction, although dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary. They are those factors that by their absence inhibit performance but any addition in them does not increase efficiency or productivity. These are the job context factors that occur at the time of doing the job. Thus they are extrinsic to the job. These factors are also called dis-satisfiers.
Essentially, hygiene factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed in order to motivate an employee to higher performance, Herzberg also further classified our actions and how and why we do them, for example, if you perform a work related action because you have to then that is classed as movement, but if you perform a work related action because you want to then that is classed as motivation. By their very nature hygiene factors are necessary for the performance but what is required of the manager is to provide these factors to the required level and focus his attention to provide more and more on the motivators. Motivators cater to the higher order needs of the human being and, therefore, they are more important. In order to build these factors into the job design a manager should load the job with motivators. This is the theory of job loading which can be done either by horizontally loading or by vertically loading the job.
The Horizontal job loading is known as “job enlargement” while vertical job loading is known as “job enrichment”.
Job Enlargement:
The following are the principles of job enlargement:
1. Challenging the employees by increasing the amount of production expected of him;
2. Adding other tasks to the job;
3. Removing the more difficult parts of the assignment in order to free the worker;
4. Rotating the assignments.
Job Enrichment
Principles of Job Enrichment according to Herzberg, are as under:
| | Principle | Motivators Involved |
| 1 | Removing some control while retaining accountability; | Responsibility and Personal Achievement; |
| 2 | Increasing Accountability for individual’s own work; | Responsibility and Recognition; |
| 3 | Giving a person a complete natural unit of work [Module, area etc.]; | Responsibility and Recognition; |
| 4 | Granting additional authority to an employee in his activity; | Responsibility and Recognition; |
| 5 | Making periodic reports directly available to the worker himself; | Internal Recognition; |
| 6 | Introducing new and more difficult tasks not handled previously; | Growth and Learning; |
| 7 | Assigning individuals specific or specialized tasks, enabling them to become experts. | Responsibility Growth and Advancement; |
No comments:
Post a Comment