Herzberg developed the two-factor theory of motivation from an outline learned in nearly 4,000 interviews. Job satisfaction factors are separate and distinct from job dissatisfaction factors. Frederick Herzberg a well-known management theorist developed a specific content ; developed his theory by interviewing 200 accountants and engineers employed by firms in and around Pitsburg in the 1950s. While these are not the most basic needs related to any work, still they hold immense value when it comes to empowering and motivating individuals and teams. Conversely, when they are dissatisfied they will blame external factors. Managers need to focus on these factors since their absence can cause dissatisfaction and a loss of motivation for the employees.
These factors are hygiene factors and motivating factors. They may not make effective managers because they may worry too much about how others will feel about them. These job factors were classified by Herzberg into two broad categories, Hygiene Factors and Motivational Factors. Or do they want security, good relationships with co-workers, opportunities for growth and advancement — or something else altogether? It may be that this would lead to the ability of future managers to predict the motivational value of their decisions. He theorized that Job Satisfaction and Dissatisfaction are not the polar ends of a same metric but are different independent and different metrics. Application of Need Theory Need Theory does not claim that people can be categorized into one of three types.
According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. The intrinsic factors or the motivators include the work itself, potential of recognition and growth, workplace relationships etc. The studies included interviews in which employees where asked what pleased and displeased them about their work. Their existence yields feelings of satisfaction. An institution of such an award every year will make other employees strive for that and will motivate them as well. Herzberg encouraged a proactive attitude towards solving problems instead of being delegated to it by supervisors.
Also, the managers must make sure that the work is stimulating and rewarding so that the employees are motivated to work and perform harder and better. We cannot get the same results by using other methods. If, on the other hand, management wishes to reduce dissatisfaction, then it must focus on the job environment — policies, procedures, supervision, and working conditions. I felt engaged and valued which had a positive effect on my self-esteem. For instance how interesting the work is and how much opportunity it gives for extra responsibility, recognition and promotion. We have attempted to address this above by applying the theory at an individual level. Factors commonly observed that cause dissatisfaction as per the theory and are called Hygiene include unfair company policies, relationship with supervisor, micro management, compensation, working conditions, peer set, job security, status etc.
These factors are not positive actors allowing for increased motivation but are positive reasons why an employee should not be dissatisfied with his job. Motivation factors In another job I was given the responsibility to manage a project together with a colleague. It was claimed that he had a natural bias when selecting putting specific criteria into either Hygiene or Motivation factors. Intrinsic Motivators Motivation Factors Intrinsic motivators tend to represent less tangible, more emotional needs—i. This became his Two Factor Theory. Some say its methodology does not address the notion that, when things are going well, people tend to look at the things they enjoy about their job. The Four Stats In a general sense, there are four states an organization or team can find themselves in when it comes to Two Factor Theory.
This arose in relatively few cases within the study and was not considered a major factor by Herzberg. According to Herzberg, intrinsic motivators and extrinsic motivators have an inverse relationship. Maslow actually presented this idea, but did not deliver any data to support his claim. When things go well, people tend to take credit for the success. For example, when an employee is satisfied they will give themselves credit for that satisfaction.
To motivate people, emphasize factors intrinsically rewarding that are associated with the work itself or to outcomes directly derived from it. Herzberg labeled these hygiene factors, which include pay, benefits, job security, and friends in the workplace. This can be done by slowly increasing the amount of responsibility you delegate to an employee. There are several factors that the managers need to know to learn what motivates their employees. Herzberg argues that these provide only short-run success because the motivator factors that determine whether there is satisfaction or no satisfaction are intrinsic to the job itself, and do not result from carrot and stick incentives. To ensure a satisfied and productive workforce, managers must pay attention to both sets of job factors.
Note: Despite its wide acceptance, the theory has its detractors. It is critical to emphasize that this is not a linear relationship: the factors that cause satisfaction do not necessarily negate those that cause dissatisfaction; one does not necessarily increase exactly as the other decreases. This theory stresses upon job-enrichment because this particular practice helps to accelerate employee motivation. Herzberg saw a basic requirement for job enrichment in receiving direct and regular feedback on productivity and job performance. The is based on the total percentages of 'First-Level' factors arising in Herzberg's 1959 research of high and low attitude events among 200 engineers and accountants, encompassing short and long duration feelings. As a result, I would question the internal motivational value of job recognition for the individual.