The motivational factors yield positive satisfaction. 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.
Employees have few complaints but are not highly motivated. Providing opportunities for achievement.
Contrary to dichotomous motivator-hygiene predictions, supervision and interpersonal relationships were ranked highly by those with high job satisfaction, and there was strong agreement between satisfied managers and salaried employees in the relative importance of job factors. Physical Working conditions - The working conditions should be safe, clean and hygienic.
Herzberg assumed a correlation between satisfaction and productivity. The ideal situation where employees are highly motivated and have few complaints.
The factors on the right that led to satisfaction achievement, intrinsic interest in the work, responsibility, and advancement are mostly unipolar; that is, they contribute very little to job dissatisfaction.
Responsibility - The employees must hold themselves responsible for the work. Limitations of Two-Factor Theory The two factor theory is not free from limitations: Two-factor theory distinguishes between: There should be no conflict or humiliation element present.
When these have been adequately addressed, people will not be dissatisfied nor will they be satisfied. Create and support a culture of respect and dignity for all team members. No comprehensive measure of satisfaction was used.
This depends on the job. Provide effective, supportive and non-intrusive supervision. In order to remove dissatisfaction in a work environment, these hygiene factors must be eliminated.
The two factor theory is not free from bias as it is based on the natural reaction of employees when they are enquired the sources of satisfaction and dissatisfaction at work. In effect, this diagram of expectancy depicts an employee asking themselves the question posed by one investigator, "How much payoff is there for me toward attaining a personal goal while expending so much effort toward the achievement of an assigned organizational objective?
This theory emphasize upon job-enrichment so as to motivate the employees. These factors are extrinsic to work. The work equipments should be updated and well-maintained.Herzberg’s Theory of Motivation September “Herzberg’s Theory of Motivation” By Julio Warner Loiseau, BSc, MPA Abstract — This article aims to review Herzberg’s two-factor theory to employee motivation in today’s enterprises.
Frederick Herzberg motivational theory Frederick Herzberg (), clinical psychologist and pioneer of 'job enrichment', is regarded as one of the great original thinkers in management and motivational theory. 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.
Herzberg’s Two-Factor Theory of Motivation InFrederick Herzberg, a behavioural scientist proposed a two-factor theory or the motivator-hygiene theory. According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction.
Herzberg had close links with Maslow and believed in a two-factor theory of motivation. He argued that there were certain factors that a business could introduce that would directly motivate employees to work harder (motivators).
Motivation-Hygiene Theory Herzberg's findings revealed that certain characteristics of a job are consistently related to job satisfaction, while different factors are associated with job dissatisfaction.Download