Motivation Theories

Herzberg's Two Factor Theory

Frederick Herzberg’s two-factor theory was designed in 1959 based on 200 engineers' and accountants' feedback collected in the USA regarding personal feelings towards the working environment and factors deciding employees' working attitudes and levels of performance, named motivation and hygiene factors (Robbins, 2009). Motivators are incorporated within the job itself, and hygiene factors have no direct relationship with the job but surround it (Kaplan & Owings, 2017).

Figure 1.0 : Herzberg’s Hygiene & Motivational Factors

Figure 1.0 illustrates below the motivators and dissatisfiers of the employees as per theory.

In most theories, motivation is the context in which work satisfaction is discussed (Kian, 2014). Researchers have examined employee work satisfaction using the Herzberg hypothesis (Lundberg, 2009).

Herzberg explored the impact of fourteen factors on job satisfaction, motivation, and hygiene (Basset & Llyod, 2005).

(Source: Herzberg 1987)

Motivators are the things that energize employees to act and are concerned with the choices the individual makes as part of their goal-oriented behavior (Wregner & Miller, 2003). The theory further argued that the hygiene factors are extrinsic, and meeting those will not satisfy an employee; rather, those factors will only prevent employees from being dissatisfied (Yousuf et al, 2013). Hygiene factors are not direct motivators however those are necessary to prevent employee dissatisfaction and at the same time serve as a commencing point for motivation and improvements in the conditions of do not create motivation (Huling, 2003).

Video 1.1 - Herzberg's Two Factor Theory

The following video 1.1 illustrates how to balance the motivators and demotivators in the organization.

(Source : Nutshell Brainery, 2022)

Implications of Herzberg Two-Factor Theory in Practice

I work in a diversified conglomerate organization that operates in diverse industry sectors like travel and tourism, hospitality, plantations, maritime and logistics and garments. During the past five years, most of the employees have resigned from the organization due to employee demotivation. However, now that the organization's higher management has adopted the various motivational methods to avoid employee dissatisfaction and retain employees, they are as follows:

- Correct ineffective and impeding corporate policies.

- Foster and uphold an environment that values each team member's dignity and respect.

- Assured that all employees were treated fairly and effectively supervised them.

- Increase job status by giving all roles significant work; distribute power.

- Offered job security; during the COVID-19 period, no employees were let go by the company.

- Assure that wages, salaries, and other forms of remuneration are fair - Honor and recognize officers, associates, and knowledge employees who are competent.

      Other practices could be adopted 

     Apart from the above practices, which are conducted by the organization, the managers should look into the following practices to reduce employee dissatisfaction,

     - Promote good health.

     - Reduce bureaucracy, red tape, and time waste.  

     - Recognize workers' contributions and provide opportunities for achievement.

     - Be open and honest about performance evaluations, and listen to employee concerns.

    -  Creating work that is rewarding and matches the employee's skills and abilities.

  -Offer training and development programs to pursue the positions within the organization.

  - Assisting each team member with as much responsibility as possible; allowing employees to shape their own roles. 

      
Video 1.2 - Eight Amazing Employee Perks at Apple  

The following video 1.2 illustrates the eight amazing employee perks at Apple company for the employee motivation and the organizational success.  

(Source  : Bright Side Science, 2021)

Further, in global context, for example, the different hygiene and motivators are applicable in different occupations in the Thai construction industry (Ruthankoon & Olu Ogunlana, 2003). In the Pakistan context, these factors were reported to be a strong moderator of job satisfaction among staff in insurance companies (Rahman et al., 2017) the hospitality industry (Hsiao et al., 2016) and mobile data services (Lee et al., 2009). The hygiene factors must be met in order to prevent dissatisfaction in the case within a healthcare institution (Dieleman et al., 2003).

Herzberg's proposal that harmonious relationships with work colleagues can prevent employee dissatisfaction is confirmed (Byrne, 2006).  Kosteas (2010), stated that 'promotions are the main mechanism for achieving worker retention and satisfaction'. The problem is that most employers and managers consider the hygiene factors as a way to motivate when, in fact, beyond the very short term, and do very little to motivate (Hayday, 2003).

The employee motivation figure varies from one to another, and one culture may recognize a motivator, but it may be a de-motivator in another culture in another organization (Al-Akeel & Jahangir, 2020).

References

✔. Al-Akeel, N & Jahangir, S 2020, 'Relationship between Employees’ Cultural Background and work Motivation' (according to McClelland’s need theory of motivation) Int. J. Psychosoc. Rehabil. 2020;24(Special Issue 1), pp. 156–163. 

✔.Bassett, N & Lloyd, G 2005, 'Does Herzberg's Motivation theory have staying Power?' J. Manag. Dev. Vol. 24(10), pp. 929–943. 

✔.Byrne, M 2006, 'The implications of Herzberg's Motivation-Hygiene theory for Management in the Irish health sector'. Health Care Management. Vol. 25(1), pp. 4–11. 

✔.Dieleman, M, Cuong, P, Anh, L & Martineau, T 2003, 'Identifying factors for job motivation of rural health workers in North Viet Nam. Hum. Resour. Health', Vol, 1(1) 

✔.Hayday, S. (2003), 'Staff Commitment is the key to an Improved Performance, Personal Today'.

     ✔.Hsiao, A, Ma, E & Auld, C 2016, 'Organizational ethnic diversity and employees’ satisfaction with hygiene and motivation factors—a comparative IPA approach', J. Hospit. Market. Manag. Vol, 26(2), pp. 144–163. 

   ✔.Herzberg, F 1987, 'One more time: How do you motivate employees?', Harvard Business Review, Vol. 65(5), pp. 109-120.

     ✔.Huling, E 2003, 'Rough Notes', Journal of Applied Psychology, Vol. 2, No. 1, pp. 17-24.

     ✔.  Kaplan, L & Owings, W 2017, 'Organizational Behavior for School Leadership', 1^st Ed, New York: Routledge.

   ✔.Kian, T, Wan, W & Rajah, S 2014, European journal of business and social sciences, Eur. J. Bus. Soc. Sci. Vol. 3(2), pp. 94–102.

  ✔.Kosteas, V 2010, 'Job satisfaction and promotions. Ind. Related', J. Econ. Soc. Vol. 50(1), pp.174–194. 

   ✔. Lundberg,C, Gudmundson, A & Andersson, T 2009, 'Herzberg's Two-Factor Theory of work Motivation tested empirically on seasonal workers in Hospitality and Tourism', Tourism Manag. 2009;30(6), pp. 890–9. 

    ✔. Lee, S, Shin, B & Lee, H 2009, 'Understanding post-adoption usage of mobile data services: the role of supplier-side variables',  J. Assoc. Inf. Syst. 2009;10(12), pp. 860–888.  

  ✔.Rahman, K, Akhter, W & Khan, S 2017, 'Factors affecting employee job satisfaction: a comparative study of conventional and Islamic insurance', Journal of Cogent Business & Management. Vol. 4(1).

    ✔.Robbins, S 2009, 'Organizational Behavior',  International version, 13/E. Pearson Higher Education.

   ✔Ruthankoon, R, Ogunlana, S 2003, 'Testing Herzberg’s two-factor theory in the Thai construction industry. Eng', Construct. Architect. Management, Vol. 10(5), pp. 333–341. 

    ✔.Wregner, F & Miller, L 2003, 'Effective Police Supervision, Cincinnati, Anderson Publishing Co'.

    ✔.Yousuf, E, Kian, T & Idris, M 2013, 'Herzberg’s Two Factor Theory on Work Motivation: Does its Work for today’s Environment', Global Journal of Commerce and Management Perspective, Vol. 2 (5), pp. 18-22.