2. The Investigation
• Herzberg investigated the behavior of American white-collar workers.
He wanted to discover if professional workers were being motivated by a
range of factors.
The main investigations were carried out using surveys and monitoring of
workplace practice and behavior.
3. Findings
• Herzberg found that not all factors motivate, employees had expectations
of treatment in work, and if these expectations were absent it led to de-
motivation. So he argued that people’s satisfaction and dissatisfaction are
influenced by two independent sets of factors which he named…
motivation factors and
hygiene factors.
4. The Two Factors Theory
• Assumes that job satisfaction and job dissatisfaction are distinct from each
other, and therefore must be dealt with separately.
Motivators can motivate, but only if employers ensure that there are no de-motivating
factors in place - that is hygiene factors are satisfied.
5. Hygiene Factors
Supervisors
Working conditions
Working relations
Pay and security
company policies and administration
Hygiene factors must be present to avoid dissatisfaction – but they do not lead to
satisfaction, or motivate
6. Dissatisfaction
Dissatisfaction--------------------------------------No dissatisfaction
Control and close-Supervisors-Hands-off and friendly
Unsafe and uncomfortable- Working conditions- Safe and comfortable
Management by intimidation- Working relations- Encouragement of social Activities and friendly workplace
Low pay, fear of redundancy - Pay and security- Secure in jobs, well paid
Clear and consistent Unclear, and arbitrary- Company policies and administration- Clear & Consistent
7. Motivation Factors
Achievement Recognition Interesting and challenging work Responsibility
Promotion and growth in responsibilities Motivation Factors.
The motivators must be present if satisfaction is to be gained from work done
8. Satisfaction
Satisfaction---------------------------------------No satisfaction
Recognized and rewarded –Achievement- Ignored and unrewarded
Communication and involvement- Recognition – Passed instructions and orders
Effective task design, a job that grows -The work itself – Repetitive, undemanding
Complete tasks, empowerment – Responsibility – Hierarchical, monitoring
Training, and promotion - Advancement – Stuck in a rut and growth
9. Managers Must be Aware That
Motivators are more important to job satisfaction than hygiene factors
Job design is more important than job title - Job design consists of a job’s tasks,
the methods used to complete the tasks, and how the job relates to others in the
organization
For motivation to occur, hygiene factors must first be in place
Training and communication are key parts of motivation
10. Criticisms
No awareness shown of the importance of group work
Investigation only into professional workers
Hygiene factors are difficult to maintain in uncertain economic times
Costs of maintaining motivators
11. Maslow Vs. Herzberg
Maslow’s hierarchy
Self-actualization
Self Esteem
Social
Safety
o Physiological
Herzberg’s two-factor theory Motivators
Achievement – rewards, promotion Recognition – communication, rewards
Responsibility - empowerment Advancement – training
The job itself – interesting, challenging
Working relations – group work, friendly environment
Supervision – allows freedom
Company policies – understandable and fair, contract of employment
o Working conditions – pleasant, safe environment Social Safety Physiological
o Salary – decent wage level