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    HERZBERG'S TWO FACTOR THEORY - OB Week 3

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    Cristian Vasquez
    Herzberg's two-factor theory states that job satisfaction and dissatisfaction are influenced by separate factors. Motivators like achievement, recognition, responsibility and the work itself can provide satisfaction, while hygiene factors like salary and work conditions prevent dissatisfaction if present but do not motivate if absent. The theory suggests managers provide challenging work, responsibility, and feedback to motivate employees intrinsically.

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    HERZBERG'S TWO FACTOR THEORY - OB Week 3

    Uploaded by

    Cristian Vasquez
    128 views11 pages
    Herzberg's two-factor theory states that job satisfaction and dissatisfaction are influenced by separate factors. Motivators like achievement, recognition, responsibility and the work itself can provide satisfaction, while hygiene factors like salary and work conditions prevent dissatisfaction if present but do not motivate if absent. The theory suggests managers provide challenging work, responsibility, and feedback to motivate employees intrinsically.

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    HERZBERG'S TWO FACTOR THEORY_OB Week 3

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    Herzberg's two-factor theory states that job satisfaction and dissatisfaction are influenced by separate factors. Motivators like achievement, recognition, responsibility and the work itself can provide satisfaction, while hygiene factors like salary and work conditions prevent dissatisfaction if present but do not motivate if absent. The theory suggests managers provide challenging work, responsibility, and feedback to motivate employees intrinsically.

    Copyright:

    © All Rights Reserved
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    Download as pptx, pdf, or txt
    128 views11 pages

    HERZBERG'S TWO FACTOR THEORY - OB Week 3

    Uploaded by

    Cristian Vasquez
    Herzberg's two-factor theory states that job satisfaction and dissatisfaction are influenced by separate factors. Motivators like achievement, recognition, responsibility and the work itself can provide satisfaction, while hygiene factors like salary and work conditions prevent dissatisfaction if present but do not motivate if absent. The theory suggests managers provide challenging work, responsibility, and feedback to motivate employees intrinsically.

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    HERZBERG'S TWO FACTOR

    THEORY
    INTRODUCTION

    • The two-factor theory (also known as Herzberg's


    motivation-hygiene theory and dual-factor
    theory) states that there are certain factors in the
    workplace that cause job satisfaction, while a
    separate set of factors cause dissatisfaction. It
    was developed by psychologist Frederick
    Herzberg, who theorized that job satisfaction and
    job dissatisfaction act independently of each
    other.
    FUNDAMENTALS

    • Individuals are not content with the satisfaction of lower-order needs at work.
    • 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.
    • Satisfaction and dissatisfaction are not on a continuum with one increasing as the other
    diminishes, but are independent phenomena.
    TWO-FACTOR THEORY DISTINGUISHES
    BETWEEN:
    • Motivators (e.g. challenging work, recognition for one's achievement, responsibility, opportunity
    to do something meaningful, involvement in decision making, sense of importance to an
    organization) that give positive satisfaction, arising from intrinsic conditions of the job itself,
    such as recognition, achievement, or personal growth.
    • Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions, good pay, paid
    insurance, vacations) that do not give positive satisfaction or lead to higher motivation, though
    dissatisfaction results from their absence. The term "hygiene" is used in the sense that these are
    maintenance factors. These are extrinsic to the work itself, and include aspects such as company
    policies, supervisory practices, or wages/salary.
    THE TWO-FACTOR THEORY POSSIBLE COMBINATIONS

    • High Hygiene + High Motivation: The ideal situation where employees are highly motivated and
    have few complaints.
    • High Hygiene + Low Motivation: Employees have few complaints but are not highly motivated. The
    job is viewed as a paycheck.
    • Low Hygiene + High Motivation: Employees are motivated but have a lot of complaints. A situation
    where the job is exciting and challenging but salaries and work conditions are not up to par.
    • Low Hygiene + Low Motivation: This is the worst situation where employees are not motivated and
    have many complaints.
    SUGGESTIONS BY THE AUTHOR

    • Remove some of the control management has over employees and increasing the accountability
    and responsibility they have over their work, which would in return increase employee
    autonomy.
    • Create complete and natural work units where it is possible. An example would be allowing
    employees to create a whole unit or section instead of only allowing them to create part of it.
    • Provide regular and continuous feedback on productivity and job performance directly to
    employees instead of through supervisors.
    • Encourage employees to take on new and challenging tasks and becoming experts at a task.
    CRITICISM

    • The disadvantage of this theory is that factors that motivate can change during an individual's
    lifetime. A young employee, for example, sees job security as a hygiene factor, whereas an older
    employee who relies more on his job, sees it as a motivator.
    • Standardized scales of satisfaction. Herzberg did not take into account the various job factors that
    might cause satisfaction or dissatisfaction. Some job factor scales are not purely motivation or
    hygiene factors. Herzberg used a general standardized scale, which may have caused errors in his
    findings.
    CONCLUSION

    • Herzberg’s Theory can be applied by managers in order to motivate its employees. It is important
    to identify the hygiene factors, which can be useful to fulfil the basic needs of the employees.
    This theory employees can achieve motivation and increase the sense of achievement. As a
    consequence, organization can have work commitment and achieve the goals with a better
    performance.
    • Herzberg’s Theory parallels Maslow’s Hierarchy of Needs, thus making it easier to apply.
    However, the methodological bias that exists makes the theory questionable to some extent.
    REFERENCES

    • Herzberg, Frederick; Mausner, Bernard; Snyderman, Barbara B. (1959). The Motivation to


    Work (2nd ed.). New York: John Wiley. ISBN 0471373893.
    • https://en.wikipedia.org/wiki/Two-factor_theory

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