This document summarizes Frederick Herzberg's two-factor theory of motivation and assesses its application to understanding worker motivation in Ghana. The theory posits that hygiene factors like salary and working conditions prevent dissatisfaction but do not motivate, while motivator factors like achievement, recognition and responsibility provide satisfaction and higher motivation. The document reviews literature supporting and criticizing the theory, and examines how its motivator and hygiene factors apply to managing Ghanaian workers. Bureaucratic practices common in Ghanaian organizations may not align well with emphasizing motivator factors as per Herzberg's theory.
11.application of frederick herzberg’s two factor theory in assessing and und...Alexander Decker
This document summarizes Frederick Herzberg's two-factor theory of motivation and assesses its application in understanding what motivates Ghanaian workers. The theory posits that there are two sets of factors that influence employee motivation - hygiene factors and motivators. Hygiene factors such as salary and working conditions prevent dissatisfaction but do not motivate on their own, while motivators like achievement and recognition positively motivate employees. The paper examines how the theory can help evaluate what truly motivates Ghanaian employees and encourage a re-evaluation of common assumptions about motivation in the workplace.
Frederick Herzberg’s two factor theory - to what extent is money a motivator? Zil Shah
The two-factor theory is also known as Herzberg's motivation-hygiene theory and dual-factor theory. The two 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.
Frederick Herzberg conducted a study. He interviewed 200 accountants and engineer. He asked them to think of a time when they felt good at their jobs and a time when they felt bad about their jobs and then to describe conditions which leads to such feelings. Researchers concluded that factor responsible for job satisfaction is different form factor that leads to dissatisfaction. Job satisfaction and job dissatisfaction are different from each other’s. Absence of job satisfaction does not mean in job dissatisfaction but it is no job satisfaction.
The factors are classified as follows:
Motivational Factors
Hygiene\ Maintenance Factors
1.Motivational Factors:
These factors are related to nature of work, job content and are intrinsic to job itself. These factors have a positive influence on morale, satisfaction, efficiency and higher productivity. Some of these factors are achievement, recognition, responsibility, advancement, work itself and possibility of growth.
2.Hygiene Factors:
These factors are related to job context and are extrinsic to job. Hygiene factors do not motivate people. They simply prevent dissatisfaction and maintain status quo. They produce no growth but prevent loss. The absence of company policy, administration, status, job security, salary, relations with subordinates and supervisors, work condition, peer relations and personal life.
Frederick Herzberg developed the Motivation-Hygiene Theory based on interviews about times employees felt exceptionally good or bad about their jobs. He identified two factors - motivators related to job content that promote motivation when present, and hygiene factors related to job context that improve satisfaction when addressed but do not motivate on their own. The theory provides a framework to understand employee motivation and propose programs balancing these factors for different generations and cultures.
one more time: how do you motivate employees?Asr Rk
This document discusses Frederick Herzberg's motivator-hygiene theory of motivation. Herzberg argued that certain job factors motivate employees while others cause dissatisfaction if absent. Motivators include achievement, recognition, responsibility and advancement. Hygiene factors include company policies, supervision, salary, status and job security. The document also outlines Herzberg's views on job enrichment and how to properly motivate employees through challenging and engaging work rather than just hygiene factors alone.
The document discusses job satisfaction, including its definition, factors that influence it, and models for measuring it. Job satisfaction is defined as a positive feeling about one's job resulting from an evaluation of its characteristics. Two major theories discussed are Herzberg's two-factor theory, which identifies motivators and hygiene factors, and Hackman and Oldham's job characteristics model regarding core job dimensions. Common measurement methods include Likert scales and indices that assess satisfaction with factors like pay, supervision, and work itself.
J.C.T. Phagwara is a textile manufacturer established in 1946 with 4,500 employees and an annual turnover exceeding 300 crores. A survey of 30 employees found they are most satisfied with working conditions and salary. However, long work hours mean employees do not feel fresh after work and prefer shorter hours to spend more time with family. Recommendations include increasing staff numbers to reduce workloads and providing regular recreational activities for employees.
This document discusses various ways to motivate employees in an organizational context. It describes motivation as having three key elements: intensity, direction, and persistence of effort. It then outlines ways to redesign jobs through rotation, enlargement, and enrichment. Alternative work arrangements like flextime, job sharing, and telecommuting are presented. Employee involvement strategies including participative management, representative management, and quality circles are discussed. Finally, the use of monetary and non-monetary rewards to motivate employees is covered.
11.application of frederick herzberg’s two factor theory in assessing and und...Alexander Decker
This document summarizes Frederick Herzberg's two-factor theory of motivation and assesses its application in understanding what motivates Ghanaian workers. The theory posits that there are two sets of factors that influence employee motivation - hygiene factors and motivators. Hygiene factors such as salary and working conditions prevent dissatisfaction but do not motivate on their own, while motivators like achievement and recognition positively motivate employees. The paper examines how the theory can help evaluate what truly motivates Ghanaian employees and encourage a re-evaluation of common assumptions about motivation in the workplace.
Frederick Herzberg’s two factor theory - to what extent is money a motivator? Zil Shah
The two-factor theory is also known as Herzberg's motivation-hygiene theory and dual-factor theory. The two 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.
Frederick Herzberg conducted a study. He interviewed 200 accountants and engineer. He asked them to think of a time when they felt good at their jobs and a time when they felt bad about their jobs and then to describe conditions which leads to such feelings. Researchers concluded that factor responsible for job satisfaction is different form factor that leads to dissatisfaction. Job satisfaction and job dissatisfaction are different from each other’s. Absence of job satisfaction does not mean in job dissatisfaction but it is no job satisfaction.
The factors are classified as follows:
Motivational Factors
Hygiene\ Maintenance Factors
1.Motivational Factors:
These factors are related to nature of work, job content and are intrinsic to job itself. These factors have a positive influence on morale, satisfaction, efficiency and higher productivity. Some of these factors are achievement, recognition, responsibility, advancement, work itself and possibility of growth.
2.Hygiene Factors:
These factors are related to job context and are extrinsic to job. Hygiene factors do not motivate people. They simply prevent dissatisfaction and maintain status quo. They produce no growth but prevent loss. The absence of company policy, administration, status, job security, salary, relations with subordinates and supervisors, work condition, peer relations and personal life.
Frederick Herzberg developed the Motivation-Hygiene Theory based on interviews about times employees felt exceptionally good or bad about their jobs. He identified two factors - motivators related to job content that promote motivation when present, and hygiene factors related to job context that improve satisfaction when addressed but do not motivate on their own. The theory provides a framework to understand employee motivation and propose programs balancing these factors for different generations and cultures.
one more time: how do you motivate employees?Asr Rk
This document discusses Frederick Herzberg's motivator-hygiene theory of motivation. Herzberg argued that certain job factors motivate employees while others cause dissatisfaction if absent. Motivators include achievement, recognition, responsibility and advancement. Hygiene factors include company policies, supervision, salary, status and job security. The document also outlines Herzberg's views on job enrichment and how to properly motivate employees through challenging and engaging work rather than just hygiene factors alone.
The document discusses job satisfaction, including its definition, factors that influence it, and models for measuring it. Job satisfaction is defined as a positive feeling about one's job resulting from an evaluation of its characteristics. Two major theories discussed are Herzberg's two-factor theory, which identifies motivators and hygiene factors, and Hackman and Oldham's job characteristics model regarding core job dimensions. Common measurement methods include Likert scales and indices that assess satisfaction with factors like pay, supervision, and work itself.
J.C.T. Phagwara is a textile manufacturer established in 1946 with 4,500 employees and an annual turnover exceeding 300 crores. A survey of 30 employees found they are most satisfied with working conditions and salary. However, long work hours mean employees do not feel fresh after work and prefer shorter hours to spend more time with family. Recommendations include increasing staff numbers to reduce workloads and providing regular recreational activities for employees.
This document discusses various ways to motivate employees in an organizational context. It describes motivation as having three key elements: intensity, direction, and persistence of effort. It then outlines ways to redesign jobs through rotation, enlargement, and enrichment. Alternative work arrangements like flextime, job sharing, and telecommuting are presented. Employee involvement strategies including participative management, representative management, and quality circles are discussed. Finally, the use of monetary and non-monetary rewards to motivate employees is covered.
This document summarizes several motivation theories and programs, including:
MBO focuses on setting specific and measurable goals that cascade down the organization. The Job Characteristics Model links job design to motivation through five core dimensions. Recognition programs and employee involvement programs can increase motivation through feedback and participation. Variable pay programs tie pay to performance measures.
The document discusses job satisfaction, including its definition, theories, measurement, determinants, and impact. It defines job satisfaction as positive feelings about one's job based on an evaluation of its characteristics. Content theories suggest job satisfaction occurs when needs are met, while process theories examine expectancies and values. The document also discusses how satisfied employees generally perform better and are less likely to engage in counterproductive behaviors.
This PPT is about "Job Satisfaction". Here, it'll explain what creates job satisfaction and how employees show their dissatisfaction in the organisation.
To study the concept of job satisfaction.
To identify factor influencing employees job satisfaction
To examine the most influencing factors of employee satisfaction.
We have made a presentation on 'Job Dissatisfaction'. We made a 'Pareto chart' that shows the statistics of the various reason of job dissatisfaction. One of us has a family business. So we spoke to the people working in his firm about whether they are dissatisfied with their jobs or no. And if they are not satisfied with their job then we asked them the reason about their dissatisfaction. We took a count of these people and using this statistics we made the pareto chart.
Team Members:
Sairaj Hemachandran
Nishka Vikas Gulati
This document is a project report on job satisfaction submitted by a student named Avi Pipada. The report examines job satisfaction levels among employees of Fieldfresh Foods Pvt Ltd through a survey. Key findings include that most employees are satisfied with their job and feel their performance is affected by satisfaction levels. The report provides analysis of employee responses to an 11 question survey and concludes that overall job satisfaction is high due to good compensation, opportunities, and working conditions. Recommendations encourage providing rewards, training, achievable targets, and counseling to increase satisfaction.
This document discusses various methods and theories of motivating employees. It begins by explaining that motivation refers to the energy and commitment with which employees perform tasks, and that motivated employees are more productive and higher quality work. It then discusses types of motivators like extrinsic and intrinsic motivation. Maslow's hierarchy of needs is explained, as well as Herzberg's motivator-hygiene theory that job content factors like achievement and responsibility are most motivating. Specific motivational techniques like job enrichment, job enlargement, job rotation, and open communication are outlined. Tips for motivating employees and warning signs of employee stress are also provided.
This document discusses the impact of satisfied and dissatisfied employees in the workplace. It begins by looking at factors that lead to job satisfaction, such as interesting work, training, independence, and social interaction. Personality also plays a role in job satisfaction. The document then examines outcomes of satisfied and dissatisfied employees, such as job performance, organizational citizenship behaviors, customer satisfaction, absenteeism, and turnover. Finally, it discusses the outdated concept of employee-employer loyalty and perspectives on its continued importance.
Job satisfaction is influenced by relationships with supervisors, work environment, and fulfillment in work. Managers can measure satisfaction through surveys to identify issues and improve conditions to increase productivity and retention. While genetics influence happiness levels, managers can shape environments to encourage satisfaction through challenging work, fair rewards, and supportive colleagues and conditions.
The document discusses theories and factors related to motivating employees. It covers early theories like Maslow's hierarchy of needs and Herzberg's motivation-hygiene theory. Contemporary theories discussed include goal-setting theory, reinforcement theory, job design models, equity theory and expectancy theory. Current issues around motivating diverse workforces and different types of employees are also examined. The document provides guidelines for applying motivation concepts in practice.
This presentation discusses theories and applications of motivation in an organizational context. It covers equity theory, expectancy theory, goal-setting theory and their application to increase productivity. It then discusses identifying and motivating demotivated students, including ensuring appropriate lesson content, feedback, praise, and short positive conversations. Intrinsic and extrinsic motivation are compared, highlighting the importance of intrinsic motivation. The presentation concludes with discussing reward systems for employees, including compensation, benefits, recognition, appreciation programs, and variable pay programs.
The document discusses several theories of motivation:
1. Frederick Taylor believed workers are motivated mainly by pay and breaking work into small repetitive tasks. However, this led to worker dissatisfaction.
2. Elton Mayo found workers are motivated by social factors like interaction and attention from managers.
3. Abraham Maslow's hierarchy of needs theory proposes workers must have lower level needs met like pay before pursuing higher needs like fulfillment.
4. Frederick Herzberg argued motivators like interesting work that provides responsibility are more effective than dissatisfiers like pay. Methods like job enrichment and empowerment can motivate.
This document discusses job satisfaction, including its definition as a pleasurable emotional state resulting from one's job appraisal. It examines work values like intrinsic values of interesting work and extrinsic values like pay. Work attitudes like job satisfaction and organizational commitment are more specific and less lasting than values. Influential theories of job satisfaction are presented, like the Facet Model that breaks jobs into elements to assess satisfaction. Herzberg's theory separates motivator and hygiene needs. The Discrepancy Model compares jobs to ideals. Job satisfaction can impact performance, absenteeism, turnover, organizational citizenship, and worker well-being. Managers are advised not to assume satisfaction causes behaviors and to manage absenteeism and turnover.
This document appears to be the introduction chapter of a student's master's thesis on measuring job satisfaction among employees of Open Access Technology International, Inc. It provides background on job satisfaction, including its history and common models of job satisfaction like Locke's Range of Affect Theory, the Dispositional Theory, and Herzberg's Two-Factor Theory. It also outlines the structure of the rest of the thesis.
The document discusses various theories of motivation. It begins by explaining Maslow's hierarchy of needs theory, which proposes that people are motivated to fulfill basic needs first, and then progress to fulfilling higher-level needs for esteem, belonging, and self-actualization. Next, it summarizes McGregor's Theory X and Theory Y, which describe assumptions about employee motivation and the appropriate management styles. It then provides an overview of Herzberg's two-factor theory of motivation and hygiene factors. The document also briefly explains ERG theory and McClelland's theory of needs focused on achievement, power and affiliation. It concludes with discussing implications of these theories for managers in motivating employees.
This document discusses job satisfaction and its measurement. It defines job satisfaction as positive feelings about one's job and explores factors that influence satisfaction levels, including personal factors, organizational factors, and job components. It also examines several theories of job satisfaction, such as content theories focusing on needs fulfillment, process theories related to expectations, and situational theories. Popular methods for measuring satisfaction are reviewed, like single global ratings and facet scales that assess specific job elements. The Minnesota Satisfaction Questionnaire and Job Descriptive Index are highlighted as widely used measurement tools.
This document summarizes a research study on the impact of employee motivation on performance in private firms in Multan, Pakistan. The study found that employee motivation is important for both employee and firm performance. A questionnaire was administered to employees across different levels and departments. The results showed that most employees were satisfied with their work, and that supervisors play an important role in motivating employees through listening, communicating expectations, and supporting development. Overall, the study concluded that motivated employees are more productive and that firms should focus on motivating employees to improve performance.
Job satisfaction is determined by how content an individual feels with their job. There are two main types of job satisfaction: affective job satisfaction, which is the pleasurable emotional feelings about one's job overall, and cognitive job satisfaction, which is satisfaction with specific job facets like pay or hours. Several theories have been developed to explain factors that influence job satisfaction, such as whether expectations of a job match the actual job responsibilities and characteristics, innate personality traits that predispose someone to a certain level of satisfaction, perceptions of fairness in the workplace, and discrepancies between actual performance and a person's standards.
Este documento proporciona consejos sobre técnicas de búsqueda de empleo. Explica herramientas útiles como el currículum vitae, la carta de presentación y entrevistas. También describe cómo analizar tus capacidades, actitudes, conocimientos y habilidades para determinar qué tipo de puestos de trabajo son adecuados. Aconseja utilizar múltiples recursos para encontrar oportunidades y mantener tus habilidades actualizadas durante la búsqueda de empleo.
Hay presión en la puesta en marcha de cualquier proyecto y es crucial desarrollar la fortaleza suficiente para soportar el estrés que esto conlleva. Un emprendimiento “fallido” nos enseñará qué podemos hacer diferente para llegar a otros resultados y nos estará indicando cuáles son otros posibles caminos a seguir. Depende de nosotros y de nuestra actitud ante el aprendizaje, el cambio y la evolución.
Reemprender es todo un arte, un ejercicio de sabiduría. Ante una nueva experiencia emprendedora, somos más conscientes de muchos aspectos de riesgo, como el estado del mercado, la necesidad de un buen plan financiero, o sobre qué cualidades aún no tenemos y necesitamos incorporar; en este último punto es donde se genera un verdadero impacto en nuestro camino emprendedor.
Es muy importante identificar esas cualidades, incorporarlas y entender los aportes de valor que le darán al nuevo proyecto.
Estás ante un nuevo y maravilloso comienzo. Las personas que emprendieron con éxito supieron levantarse tras varias batallas perdidas y aprendieron que el éxito se alcanza enmendado rumbo e incorporando las cicatrices.
Así que, Sigue adelante y adapta tu rumbo. Esto es un proceso continuado para disfrutar
This document summarizes several motivation theories and programs, including:
MBO focuses on setting specific and measurable goals that cascade down the organization. The Job Characteristics Model links job design to motivation through five core dimensions. Recognition programs and employee involvement programs can increase motivation through feedback and participation. Variable pay programs tie pay to performance measures.
The document discusses job satisfaction, including its definition, theories, measurement, determinants, and impact. It defines job satisfaction as positive feelings about one's job based on an evaluation of its characteristics. Content theories suggest job satisfaction occurs when needs are met, while process theories examine expectancies and values. The document also discusses how satisfied employees generally perform better and are less likely to engage in counterproductive behaviors.
This PPT is about "Job Satisfaction". Here, it'll explain what creates job satisfaction and how employees show their dissatisfaction in the organisation.
To study the concept of job satisfaction.
To identify factor influencing employees job satisfaction
To examine the most influencing factors of employee satisfaction.
We have made a presentation on 'Job Dissatisfaction'. We made a 'Pareto chart' that shows the statistics of the various reason of job dissatisfaction. One of us has a family business. So we spoke to the people working in his firm about whether they are dissatisfied with their jobs or no. And if they are not satisfied with their job then we asked them the reason about their dissatisfaction. We took a count of these people and using this statistics we made the pareto chart.
Team Members:
Sairaj Hemachandran
Nishka Vikas Gulati
This document is a project report on job satisfaction submitted by a student named Avi Pipada. The report examines job satisfaction levels among employees of Fieldfresh Foods Pvt Ltd through a survey. Key findings include that most employees are satisfied with their job and feel their performance is affected by satisfaction levels. The report provides analysis of employee responses to an 11 question survey and concludes that overall job satisfaction is high due to good compensation, opportunities, and working conditions. Recommendations encourage providing rewards, training, achievable targets, and counseling to increase satisfaction.
This document discusses various methods and theories of motivating employees. It begins by explaining that motivation refers to the energy and commitment with which employees perform tasks, and that motivated employees are more productive and higher quality work. It then discusses types of motivators like extrinsic and intrinsic motivation. Maslow's hierarchy of needs is explained, as well as Herzberg's motivator-hygiene theory that job content factors like achievement and responsibility are most motivating. Specific motivational techniques like job enrichment, job enlargement, job rotation, and open communication are outlined. Tips for motivating employees and warning signs of employee stress are also provided.
This document discusses the impact of satisfied and dissatisfied employees in the workplace. It begins by looking at factors that lead to job satisfaction, such as interesting work, training, independence, and social interaction. Personality also plays a role in job satisfaction. The document then examines outcomes of satisfied and dissatisfied employees, such as job performance, organizational citizenship behaviors, customer satisfaction, absenteeism, and turnover. Finally, it discusses the outdated concept of employee-employer loyalty and perspectives on its continued importance.
Job satisfaction is influenced by relationships with supervisors, work environment, and fulfillment in work. Managers can measure satisfaction through surveys to identify issues and improve conditions to increase productivity and retention. While genetics influence happiness levels, managers can shape environments to encourage satisfaction through challenging work, fair rewards, and supportive colleagues and conditions.
The document discusses theories and factors related to motivating employees. It covers early theories like Maslow's hierarchy of needs and Herzberg's motivation-hygiene theory. Contemporary theories discussed include goal-setting theory, reinforcement theory, job design models, equity theory and expectancy theory. Current issues around motivating diverse workforces and different types of employees are also examined. The document provides guidelines for applying motivation concepts in practice.
This presentation discusses theories and applications of motivation in an organizational context. It covers equity theory, expectancy theory, goal-setting theory and their application to increase productivity. It then discusses identifying and motivating demotivated students, including ensuring appropriate lesson content, feedback, praise, and short positive conversations. Intrinsic and extrinsic motivation are compared, highlighting the importance of intrinsic motivation. The presentation concludes with discussing reward systems for employees, including compensation, benefits, recognition, appreciation programs, and variable pay programs.
The document discusses several theories of motivation:
1. Frederick Taylor believed workers are motivated mainly by pay and breaking work into small repetitive tasks. However, this led to worker dissatisfaction.
2. Elton Mayo found workers are motivated by social factors like interaction and attention from managers.
3. Abraham Maslow's hierarchy of needs theory proposes workers must have lower level needs met like pay before pursuing higher needs like fulfillment.
4. Frederick Herzberg argued motivators like interesting work that provides responsibility are more effective than dissatisfiers like pay. Methods like job enrichment and empowerment can motivate.
This document discusses job satisfaction, including its definition as a pleasurable emotional state resulting from one's job appraisal. It examines work values like intrinsic values of interesting work and extrinsic values like pay. Work attitudes like job satisfaction and organizational commitment are more specific and less lasting than values. Influential theories of job satisfaction are presented, like the Facet Model that breaks jobs into elements to assess satisfaction. Herzberg's theory separates motivator and hygiene needs. The Discrepancy Model compares jobs to ideals. Job satisfaction can impact performance, absenteeism, turnover, organizational citizenship, and worker well-being. Managers are advised not to assume satisfaction causes behaviors and to manage absenteeism and turnover.
This document appears to be the introduction chapter of a student's master's thesis on measuring job satisfaction among employees of Open Access Technology International, Inc. It provides background on job satisfaction, including its history and common models of job satisfaction like Locke's Range of Affect Theory, the Dispositional Theory, and Herzberg's Two-Factor Theory. It also outlines the structure of the rest of the thesis.
The document discusses various theories of motivation. It begins by explaining Maslow's hierarchy of needs theory, which proposes that people are motivated to fulfill basic needs first, and then progress to fulfilling higher-level needs for esteem, belonging, and self-actualization. Next, it summarizes McGregor's Theory X and Theory Y, which describe assumptions about employee motivation and the appropriate management styles. It then provides an overview of Herzberg's two-factor theory of motivation and hygiene factors. The document also briefly explains ERG theory and McClelland's theory of needs focused on achievement, power and affiliation. It concludes with discussing implications of these theories for managers in motivating employees.
This document discusses job satisfaction and its measurement. It defines job satisfaction as positive feelings about one's job and explores factors that influence satisfaction levels, including personal factors, organizational factors, and job components. It also examines several theories of job satisfaction, such as content theories focusing on needs fulfillment, process theories related to expectations, and situational theories. Popular methods for measuring satisfaction are reviewed, like single global ratings and facet scales that assess specific job elements. The Minnesota Satisfaction Questionnaire and Job Descriptive Index are highlighted as widely used measurement tools.
This document summarizes a research study on the impact of employee motivation on performance in private firms in Multan, Pakistan. The study found that employee motivation is important for both employee and firm performance. A questionnaire was administered to employees across different levels and departments. The results showed that most employees were satisfied with their work, and that supervisors play an important role in motivating employees through listening, communicating expectations, and supporting development. Overall, the study concluded that motivated employees are more productive and that firms should focus on motivating employees to improve performance.
Job satisfaction is determined by how content an individual feels with their job. There are two main types of job satisfaction: affective job satisfaction, which is the pleasurable emotional feelings about one's job overall, and cognitive job satisfaction, which is satisfaction with specific job facets like pay or hours. Several theories have been developed to explain factors that influence job satisfaction, such as whether expectations of a job match the actual job responsibilities and characteristics, innate personality traits that predispose someone to a certain level of satisfaction, perceptions of fairness in the workplace, and discrepancies between actual performance and a person's standards.
Este documento proporciona consejos sobre técnicas de búsqueda de empleo. Explica herramientas útiles como el currículum vitae, la carta de presentación y entrevistas. También describe cómo analizar tus capacidades, actitudes, conocimientos y habilidades para determinar qué tipo de puestos de trabajo son adecuados. Aconseja utilizar múltiples recursos para encontrar oportunidades y mantener tus habilidades actualizadas durante la búsqueda de empleo.
Hay presión en la puesta en marcha de cualquier proyecto y es crucial desarrollar la fortaleza suficiente para soportar el estrés que esto conlleva. Un emprendimiento “fallido” nos enseñará qué podemos hacer diferente para llegar a otros resultados y nos estará indicando cuáles son otros posibles caminos a seguir. Depende de nosotros y de nuestra actitud ante el aprendizaje, el cambio y la evolución.
Reemprender es todo un arte, un ejercicio de sabiduría. Ante una nueva experiencia emprendedora, somos más conscientes de muchos aspectos de riesgo, como el estado del mercado, la necesidad de un buen plan financiero, o sobre qué cualidades aún no tenemos y necesitamos incorporar; en este último punto es donde se genera un verdadero impacto en nuestro camino emprendedor.
Es muy importante identificar esas cualidades, incorporarlas y entender los aportes de valor que le darán al nuevo proyecto.
Estás ante un nuevo y maravilloso comienzo. Las personas que emprendieron con éxito supieron levantarse tras varias batallas perdidas y aprendieron que el éxito se alcanza enmendado rumbo e incorporando las cicatrices.
Así que, Sigue adelante y adapta tu rumbo. Esto es un proceso continuado para disfrutar
This document outlines the protocol for implementing the Treaty between the United States and Russia on further reducing strategic offensive arms. It defines key terms used in the treaty and protocol and outlines 10 parts of the protocol, including terms and definitions, categories of data, conversion or elimination procedures, inspections, and the bilateral consultative commission. The protocol provides detailed guidance on implementing inspection activities, notifications, and other aspects of the treaty.
Barómetro de presencia empresarial online México 2010LLYC
El documento presenta los resultados de un estudio sobre la presencia en línea de 45 empresas mexicanas listadas en la Bolsa Mexicana de Valores y 43 empresas internacionales de referencia. El estudio encontró que las empresas mexicanas tienen una notoriedad y notabilidad en línea más bajas que sus pares internacionales, con opiniones negativas comunes y poca gestión de su reputación en línea. Para mejorar, el documento recomienda que las empresas mexicanas planifiquen e implementen una estrategia efectiva de comunicación en línea que conecte a actores
Este documento resume las reflexiones sobre el desarrollo alternativo en los países andinos presentadas en la reunión del Comité Andino para el Desarrollo Alternativo (CADA) en Lima, Perú. Se discuten las estrategias y avances de países como Bolivia, Perú y Colombia, así como casos exitosos de proyectos. Los países acordaron concebir un nuevo enfoque regional para el desarrollo alternativo, intercambiar experiencias, establecer un sistema de información conjunto y buscar financiamiento de la Unión Europea para nuevos proyectos.
Automated Versioning As A Mechanism For Component Softwarebauml
This document discusses automated versioning as a mechanism to guarantee consistency when updating component software. It proposes using structural subtyping to determine compatibility between different versions. The author implemented a tool using this approach for OSGi bundles that analyzes metadata and bytecode to evaluate differences between versions and classify them as compatible or incompatible. The method was tested on real bundles and aims to ensure component consistency through a universal versioning scheme.
There are several options for treating substance abuse. Treatment programs aim to reduce drug use and criminal behavior while improving employment and health. The most common treatments include outpatient counseling, methadone maintenance for opioid addiction, therapeutic communities, and self-help groups like Alcoholics Anonymous and Narcotics Anonymous. Longer treatment programs lasting three months or more tend to be most effective. While treatment shows benefits, challenges remain around access, cost, relapse, and community acceptance of treatment centers.
Stories, tips and advice on working well with others; taking advantage of diversity, giving and receiving better feedback, remote working, advice for designers working with engineers and vice versa, practical tips, tools and resources.
This document provides information about Northwest-Shoals Community College's summer semester in 2011, including class schedules, registration details, academic advising information, and contact information for student services. The summer semester includes full term classes from May 25 to August 3, as well as two mini-terms and short-term courses. New students will be assigned advisors who can help with registration. The document lists each advisor's contact information.
El documento describe la estructura y funcionamiento básico de un ordenador. Un ordenador incluye una unidad central de procesamiento (CPU), memoria, dispositivos de entrada y salida conectados por buses. La CPU ejecuta instrucciones almacenadas en la memoria siguiendo la arquitectura de von Neumann, que incluye cuatro etapas: obtener instrucciones, aumentar el contador de programa, decodificar la instrucción y ejecutarla. El documento también resume brevemente la historia de los primeros dispositivos de cálculo como el áb
Sistema de Informacion de Las OrganizacionesHenry Salom
El documento presenta la composición de un grupo de trabajo para sistemas de información. Describe brevemente los beneficios de los sistemas de información como la automatización de procesos, ventajas competitivas y apoyo a la toma de decisiones. También enfatiza la importancia de una cultura informática para que los sistemas logren sus objetivos.
This document provides a summary of the findings from an evaluation of the Sheffield Financial Capability Project. The evaluation was conducted over two phases from January 2010 to May 2011. Key findings include:
- The project successfully delivered financial capability sessions to a large number of participants by working collaboratively with partners in housing, employment, and debt/money advice services.
- Sessions were well-received by participants but it was difficult to evidence long-term impacts without longitudinal tracking of participants.
- Flexibility in session delivery and content was important to meet the needs of diverse groups.
- Partners valued the sessions and saw benefits for their clients, and financial capability is now a higher priority for many agencies.
-
This document summarizes research on the effects of labeling students as "learning disabled" from 1970 to 2000. Four main themes emerged from synthesizing 34 relevant studies:
1) The learning disabled label can negatively impact teachers' expectations, attitudes, and stereotypes of students. Lower expectations may lead to reduced effort and achievement.
2) Students labeled as learning disabled may experience stigmatization, rejection, and social isolation from both teachers and peers. They report being treated differently and facing embarrassment.
3) There is some inconsistency in how the label influences actions versus attitudes. While the label may negatively shape views, it does not always clearly impact behaviors toward students.
4) The influence of the learning disabled label depends
The document discusses the Cyber Security Modeling Language (CySeMoL) tool developed by the VIKING project. The tool allows users to model their system architecture, visualize potential attacks, and calculate success probabilities of attacks. It consolidates security theory to identify the most important factors that influence attack success. The tool is currently being tested in real-life cases and the developers are seeking collaboration to improve the modeling language, calculation engine, and data collection capabilities.
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"A Mercy to Universe"
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1. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
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Application of Frederick Herzberg’s Two-Factor theory in
assessing and understanding employee motivation at work: a
Ghanaian Perspective
Kwasi Dartey-Baah (Corresponding Author)
Department of Organisation & Human Resource Management, University of Ghana Business School
P.O. Box LG78, Legon, Accra-Ghana, West Africa
Telephone: 00233209621292 Email: kdartey-baah@ug.edu.gh
George Kofi Amoako
Department of Marketing, Central Business School
P.O. Box 2305, Tema, Ghana, West Africa
Telephone: 00233202620174 Email: gkamoako@central.edu.gh
Abstract
This paper critically examines Frederick Herzberg’s two-factor theory and assesses its application and
relevance in understanding the essential factors that motivate the Ghanaian worker. The two-factor theory
of motivation explains the factors that employees find satisfying and dissatisfying about their jobs. These
factors are the hygiene factors and motivators. The hygiene factors when absent can lead to dissatisfaction
in the work place but when fully catered for in the work environment on their own are not sufficient to
satisfy workers whereas the motivators referring to the nature of the job, provide satisfaction and lead to
higher motivation. This paper adds to the understanding of what motivates the Ghanaian worker most and
creates the platform for a re-evaluation of the thinking and viewpoint that workers rate motivator factors
higher than the hygiene factors in the work setting.
Keywords: Frederick Herzberg, hygiene factors, motivators, employee, Ghana
1. Introduction
There are numerous motivation theories that have influenced the way organisations manage employees to
achieve a motivated work force. These theories attempt to explain why people behave the way they do and
advice on factors and strategies which when employed can get the best out of employees in terms of their
commitment to work. Notwithstanding, because of the complex nature of the issues worth considering
when motivating people, it is always not an easy task when it comes to organisations motivating workers
for effective performance. Vroom and Deci (1970) put it: "The question of what motivates workers to
perform effectively is not an easy one to answer". Indeed, a motive is something, which impels a person to
act, a reason for behaviour. Motivation refers to the forces within an individual that account for the level,
direction and persistence of effort expended at work Schermerhorn et al (1985).
Competition as a result of globalisation, information technology and industrialisation has compelled
managers all over the world to seek to motivate their employees in order to get the best out of them and to
stay competitive. This has led managers to employ all sorts of techniques to motivate and satisfy their
employees. Although managers are quick to sometimes provide incentives like salary increases, provide
security and good working relationships and opportunities for growth and advancement; the question is; do
these incentives motivate and satisfy employees to give off their best at the workplace?
Frederick Herzberg in a bid to understand this question and the issue of employee satisfaction and
motivation in the 1950s and 60s set out to determine the effect of attitude on motivation by asking people to
2. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol 3, No.9, 2011
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describe situations where they felt really good and really bad about their jobs. Herzberg found out that
people who felt good about their jobs gave very different responses from the people who felt bad. The
results formed the basis of Herzberg’s ‘Motivation-Hygiene Theory’ also known as the ‘Two-Factor
Theory’. The conclusions he drew from this theory were extraordinarily influential and still form the
bedrock of good motivational practices in organisations today. Herzberg revealed that certain characteristics
of a job are consistently related to job satisfaction while different factors are associated with job
dissatisfaction Ratzburg (2003).This is classified into motivator factors and hygiene factors which form the
basis of his Motivational-Hygiene Model.
2. Motivational-Hygiene Model
The motivational-hygiene model states that employee motivation is achieved when employees are faced
with challenging but enjoyable work where one can achieve, grow, and demonstrate responsibility and
advance in the organisation. That is, when the employees’ efforts are recognized, it brings about job
satisfaction and motivation.
Environmental factors, such as poor lighting, poor ventilation, poor working conditions, low salaries, and
poor supervisory relationships are causes for dissatisfaction in a job. These for Herzberg are basic needs
and for that matter, is the responsibility of society’s businesses and industrial institutions to provide for its
people in order to self-actualize.
According to Herzberg, the work one considers to be significant leads to satisfaction. Thus factors that
depict job satisfaction are completely different from those factors that lead to job dissatisfaction. Therefore,
these feelings are not polar opposites: in other words the opposite of job dissatisfaction is not job
satisfaction, but no job satisfaction.
2.1 Hygiene Factors
The hygiene factors are also referred to as the maintenance factors and comprise of the physiological,
safety and love needs from Maslow’s hierarchy of needs. They are factors that are not directly related to the
job but the conditions that surround doing the job. They operate primarily to dissatisfy employees when
they are not present, however, the presence of such conditions does not necessarily build strong motivation,
Gibson (2000). These factors include; company policy and administration, technical supervision,
interpersonal relations with supervisor, interpersonal relations with peers and subordinates, salary, job
security, personal life, work conditions and status. Herzberg called these hygiene factors, since they are
necessary to maintain a reasonable level of satisfaction and can also cause dissatisfaction. The hygiene
factors are not direct motivators but are necessary to prevent dissatisfaction and at the same time serve as a
starting point for motivation. However, improvements in these conditions do not create motivation, Huling
(2003).
2.2 Motivator Factors
According to Herzberg, the motivator factors pertain to the job content, they are intrinsic to the job itself
and do not result from “carrot and stick incentives”. They comprise the physiological need for growth and
recognition. The absence of these factors does not prove highly dissatisfying but when present, they build
strong levels of motivation that result in good job performance. They are therefore called satisfiers or
motivators. These factors include; achievement, recognition, advancement, the work itself, the possibility
of personal growth and responsibility.
Combining the hygiene and motivator factors can result in some scenarios namely:
High hygiene + high motivation, the ideal situation where employees are highly motivated and
have few complaints.
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High hygiene + low motivation: Employees have few complaints but are not highly motivated.
The job is then perceived as a pay check.
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.
Low hygiene + low motivation: the worse situation unmotivated employees with lots of
complaints.
This theory sought to encourage managers not to be one-sided in considering factors to motivate employees
but rather consider all the two factors in order to optimally motivate and satisfy employees to get the best
out of them.
2.3 How do Managers eliminate job dissatisfaction?
According to Herzberg (1987) managers need to eliminate the dissatisfaction by doing the following:
Fix poor and obstructive company policies;
Provide effective, supportive and non-intrusive supervision;
Create and support the culture of respect and dignity for all team members;
Ensure that wages and salaries are competitive;
Provide job security;
Build job status by providing meaningful work for all positions.
The above actions help in eliminating job dissatisfaction in organisations and there is no point trying to
motivate people or employees until these issues are addressed. Addressing the above issues should not be
an end in itself but rather managers are to be aware that just because someone is not dissatisfied does not
mean one is satisfied either. It is crucial in the work environment to identify conditions for job satisfaction.
2.4 How then do managers create conditions for job satisfaction?
Herzberg (1987) advanced that there is the need to address the motivating factors associated with work, this
he called job enrichment. His premise was that every job should be examined to determine how it could be
made better and more satisfying to the person doing it. Hence, managers need to consider and include:
Providing opportunities for achievement;
Recognizing workers contributions;
Creating work that is rewarding and that matches the skills and abilities of the employee;
Giving as much responsibility to each team member as possible;
Providing opportunities to advance in the company through internal promotions;
Offering training and development opportunities so that people can pursue the positions they want
within the company.
Herzberg theory is largely responsible for the practice of allowing people greater responsibility for planning
and controlling their work, as a means of increasing motivation and satisfaction. The relationship between
motivation and job satisfaction is not overly complex. The problem is many employers and managers look
at the hygiene factors as a way to motivate when in fact, beyond the very short term, they do very little to
motivate. Perhaps managers like to use this approach because the thinking is that people are more
financially motivated than they are, or it takes less management effort to raise wages than it does to re-
evaluate company policies and redesigning jobs for maximum satisfaction. In seeking to motivate people,
first management in organisations must identify and address things that make workers unhappy about the
workplace environment. Furthermore management has a responsibility to ensure that workers are treated
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fairly and with respect including helping workers to grow within their jobs and giving them opportunities
for achievement.
Although Herzberg’s theory was generally accepted, there are some criticisms that it applies least to people
with largely unskilled jobs or those whose work are uninteresting, repetitive, monotonous and limited in
scope. He was also accused of assuming a correlation between satisfaction and productivity though his
research stressed satisfaction and ignored productivity. Recent research indicates that employee satisfaction
does not necessarily contribute directly to productivity. Satisfaction may be viewed as a passive attribute,
while more proactive measures such as motivation levels are viewed as more closely linked to behavioural
change and performance Hayday (2003). Despite such criticism, there is still evidence of support for the
continuing relevance of Herzberg’s theory.
3. Literature Review
To better understand employee attitudes and motivation, there is the need to dive into other theories and the
views of people about Fredrick Herzberg’s theory. The content of Herzberg’s theory has widely been
accepted as relevant in motivating employees to give off their best in organisations. Further research has
proved that the employee is more motivated by intrinsic factors as captured in Herzberg’s motivator needs
than anything else. For instance, a survey by the Development Dimensions International, published in the
UK Times newspaper in 2004 interviewed 1,000 employees from organisations employing more than 500
workers. The survey found out that many of these employees were bored with their jobs, lacked
commitment and were looking for new jobs. It further showed that, the main reasons why employees were
leaving their jobs were lack of stimulus jobs and no opportunity for advancement. Employees wanted more
challenging jobs that were exciting to do. The survey concluded that the factors that motivate employees
most were found to be achievement, responsibility, personal growth among others. Clearly the provision of
enriched jobs by managers has the capacity to make employees feel motivated. This is one of the main
ideas captured in Herzberg’s theory.
In their book, ‘Understanding and Managing Organisational Behaviour’, George and Jones (2005)
highlighted on the attention Frederick Herzberg paid to motivator needs and to work itself, as determinants
of job satisfaction. They therefore entreated managers to pay special attention to the important topic of job
design and its effect on organisational behaviour and employee motivation. George and Jones (2005)
advised managers to concentrate on designing jobs that would create job enlargement and enrichment
thereby increasing the number of tasks an employee performs, increasing employee’s responsibility and
control over the work. By so doing, managers would be serving the motivator needs of employees as
postulated by Herzberg.
To further highlight and give premium to the role of motivator needs in motivating employees, Frederick
Herzberg published an article in the Harvard Business Journal in 1968 and with a thought provoking title:
‘One More Time: How Do You Motivate Employees?’ Herzberg emphasised that the psychology of
motivation is very complex, but the surest way of getting someone to do something was what he termed as
KITA (Kick in the Ass). He explained KITA as managing employees by ‘direct action’ whereby managers
shout and kick employees literally to get a job done. He reckoned that KITA might produce some change in
behaviour, but it does very little or nothing to motivate. This article sought to give further dichotomy
between motivation and satisfaction as captured in his ‘Two-factor’ theory. He explained that things like
praise, money, promotion and others do not motivate employees but rather, making their jobs interesting,
getting achievement from their jobs, recognition, responsibility and the work itself do.
To provide strong support for Herzberg’s theory of motivation and its impact on employees, a study by the
Gallup Organisation captured in the book ‘First, Break All The Rules: What The World’s Great Managers
Do’, written by Marcus Buckingham appears to provide support to the division of satisfaction and
dissatisfaction onto two separate scales. In this book, the author discusses how the study identified twelve
questions that provide a framework for determining high performing individuals and organisations. These
twelve questions align squarely with Herzberg’s motivation factors while hygiene factors were determined
to have little effect on motivating high performance.
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In as much as some behavioural scientists agree with Herzberg that employees are well motivated when the
motivator factors are achieved, there are other schools of thought that share different opinion. Some
behavioural scientist also argue that there is more to motivating employees and getting them satisfied than
just the motivator factors enumerated by Frederick Herzberg.
On another interesting note, some behavioural scientists have sought to invalidate Frederick Herzberg’s
motivation-hygiene claiming it lacks empirical support. One such scientist is King (2005). In his book;
‘Clarification and Evaluation of the Two-factor Theory’ which appeared in the Psychological Bulletin, he
sought to explicate and evaluate five distinct versions of the two-factor theory of job satisfaction. He
concluded that two of these versions are invalid as they are not supported by any empirical studies. He
claimed that the other versions were also invalid as their alleged empirical support merely reflects ‘e’
coding biases.
Hackman and Oldham (1976) also criticized Herzberg’s theory by suggesting that Herzberg’s original
formulation of the model may have been a methodological artifact. They further explained that the theory
does not consider individual differences, conversely predicting all employees will react in an identical
manner to changes in motivating-hygiene factors. Furthermore, Hackman and Oldham (1976) raised the
concern that Herzberg’s theory did not specify how motivation and hygiene factors are to be measured.
While some behavioural scientist raised issues with the ‘critical incident technique used by Herzberg in
collecting data as inappropriate, others like Bellot and Tutor (1990) had problems with the type of
employees used. According to a research study conducted by Tutor in 1986 with Tennessee Career Ladder
Program (TCLP), they concluded that not all employees are motivated by Herzberg’s ‘motivator needs’ and
that, teachers especially were more motivated by hygiene needs like money. They criticized Herzberg for
using employees from only the industrial sector.
4. The Application: The Case of Ghana
Some managers in African organisations particularly Ghana, perhaps because of societal norms and
expectations emphasise bureaucratic practices with total reliance on rules and regulations that workers obey
without questioning or offering constructive criticisms. This culture is prevalent in the Ghanaian civil and
public sectors. The bureaucratic practice usually creates an impersonal organisational climate, often not
conducive to the achievement of organisational goals. This leads to the employees working as robots and
following rules and regulations without taking initiatives of their own. This impersonal and mechanistic
environment, according to Kippis (1976), alienates workers from both their jobs and the organisations.
Consequently, workers behaviour as a result of this is often directed towards meeting their personal needs
instead of those of the organisation. Furthermore, managers, engaged in these bureaucratic practices, are
often more interested in exercising absolute power over their employees than in working towards
organisational goals and objectives through their employees. The managers, as pointed out by Jaeger and
Kanungo (1990), have patronising attitudes towards their employees, criticizing them openly, maintain a
certain psychological and physical distance from them, and use a legal, rigid and coercive style of
management. Employees who work under such organisations or environments are often not motivated to do
their work; they feel powerless, reluctant, hostile and unable to take initiative of their own.
In spite of this behaviour on the part of some Ghanaian employers and managers in both public and private
organisations, managers often complain about the low productivity of their workers. There are also
complaints that the workforce is lazy, not committed, indifferent to the product of their labour and are
frequently absent from work. Managers in Ghana often blame their failure to succeed on the poor work
ethics of their employees. However, the important question to be asked and thoroughly examined is
whether managers in Ghana are applying relevant motivation techniques in getting the best out of their
workers.
According to Jaeger & Kanungo (1990), the African worker is often portrayed as content with just having
employment of any kind rather than facing the threat of hunger from unemployment. In as much as the
African worker and for that matter the Ghanaian is much interested in getting employment for survival, it is
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important for managers in Ghanaian organisations to note that employees can be well motivated to work
without being perceived as driven purely by the financial benefits that are to be gained because of the work
they do. However, this will require an understanding of the needs and strategies that will unleash the total
commitment of workers in pursing organisational objectives.
4.1 Hygiene factors: The Ghanaian situation
The Ghanaian employee like everyone else is also faced with “bread and butter” issues and more so
because of the high cost of living and sometimes unfavorable economic conditions. It is therefore not
surprising that most labour issues that flock the National Labour Commission (NLC) in Ghana borders on
wages and salaries. A more recent labour issue the NLC settled was with nurses concerning their salaries.
Lecturers at public universities and Polytechnics in Ghana sometimes lay down their tools as a result of
wage issues. Often challenging economic conditions and the expectations by society (family members)
from workers have made money a big issue in the labour front. One cannot be wrong in suggesting that the
Ghanaian worker becomes dissatisfied when commensurate pay is not received for work done. This is
typical of a hygiene factor in the Fredrick Herzberg’s two-factor theory of motivation.
In July 2010, the government of Ghana placed members of the security services such as the Ghana Police,
Immigration and Fire Services on the Single Spine Salary Structure (SSSS) and there was increase in wages
for most personnel. The SSSS was proposed under the new pay reforms in Ghana to ensure equitable salary
for workers within the public sector. This has been due to the failure of the Ghana Universal Salary
Structure (GUSS) to address pay disparities. In the past, workers resulted to strike, threats and other means
to negotiate for more pay; the introduction of the SSSS has been seen to be essential in contributing
significantly to addressing problems with pay in the public sectors. The SSSS places all public sector
workers on a scale, based on qualification and other job considerations.
The morale of some of the security services was highly boosted and more motivated to work because of the
improvement in an aspect of hygiene factors (money). However, some public service workers have
expressed concerns with the SSSS. For example in July, 2010, the Civil Service and Local Government
Staff Association (CLOSAG) went on a strike action for days demanding better working conditions: fringe
and end of service benefits and allowances with money being their major focus. These scenarios go some
way to show that the Ghanaian worker is more motivated by money in other words the hygiene factors. The
SSSS has overall however been well received nationally.
Another issue that affects the Ghanaian worker is job security, an example of the hygiene factor. Ghanaian
employees would normally do everything possible to secure their jobs. As earlier stated, the Ghanaian
employee is saddled with bread and butter issues and therefore job security means survival to most
employees. Furthermore, there is generally the perception that most Ghanaian employees prefer working in
the public sector than the private. This is not coincidental because most Ghanaian workers hold the view
that in the private sector lifelong work is not guaranteed which therefore becomes a threat to job security.
Money and job security are two key factors in Frederick Herzberg’s two-factor theory and looking at the
Ghanaian experience, it is not unreasonable to suggest that hygiene factors play a major role in motivating
Ghanaian workers. It is however worth emphasising that in as much as it appears the Ghanaian employee is
more concerned with wages and job security and hence the hygiene factors, the motivators also play a role
in employee motivation although they may not be the dominant motivator in the Ghanaian situation.
4.2 The motivators: the Ghanaian situation
Workers in Ghana as those in other parts of the world desire quality employment. A study conducted by
Negandhi (1985), in six African countries with similar work ethics and environment as Ghana revealed
that, workers in Africa and those of other countries in Europe and America, want not only wages and job
security but also opportunities for advancement, fair treatment, better working conditions, challenging and
interesting jobs, autonomy on the job and responsibility. Thus, the Ghanaian worker is also motivated by
the motivator factors as postulated in Herzberg’s theory. For most organisations teamwork and group
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cohesiveness have been seen to be essential for a conducive working environment and important in
establishing positive workgroup relationships. Teamwork approach to work encourages a feeling of
belongingness and is able to bring about innovative ways of doing things through brainstorming. This
enhances synergy at the workplace among colleagues and could have a positive impact on performance a
motivator factor which is very much appreciated in the Ghanaian workforce.
4.3 How Then Should Ghanaian Managers Motivate Employees?
Based on the above analysis, the Ghanaian manager and organisations should do more to make the work
environment more challenging and interesting. It is an acknowledged fact that, a bored employee is not
motivated or productive. More often than not, workers in most Ghanaian public institutions are accused of
being unmotivated and unproductive at the work place. The Ghanaian worker cannot be said to be lazy, just
that their jobs are often not designed in a way that will constantly challenge them to be innovative and
doing away with repetitions and monotony in their work.
Cognizant of this, managers in collaboration with human resource departments should redesign jobs and
responsibilities so that new challenges are presented to workers on a regular basis. This, Herzberg termed
as ‘Job Enrichment’, that is, augmenting routine tasks with special assignments. In addition, it is essential
for managers to assure their employees of commensurate pay but essential to emphasise to employees that
pay is based on performance and that ‘bonuses’ and other benefits are awarded for extra effort put in by
those who are committed to advancing the fortunes of the companies they work for. Tying performance and
salary increases to work outputs may be one of the ways to encouraging commitment and advancing
organisations aspirations. Generally some private institutions in Ghana especially the financial institutions
have adopted policies that practice performance related pay approach in giving financial rewards to their
workers. Workers in these organisations are given specific tasks to accomplish and they are assessed based
on the result of their work. This approach encourages employees to extend themselves for the good of their
organisations knowing that they will be rewarded adequately. Furthermore workers are motivated not only
by the financial rewards but also by the recognition that they get from their managers. Additionally, the
Ghanaian employee can be motivated through building effective and efficient work groups or teams where
organisational goals are personalised for teams and departments and emphasis placed on the importance of
each department in the overall performance of the organisations. Additionally avoiding micromanaging,
ensuring fairness in pay structures, promotions and work allocations and eschewing favoritism, nepotism
and cronyism by managers would be essential to addressing employee motivation issues in the Ghanaian
setting.
5. Concluding remarks
As Frederick Herzberg explained in his theory, it does not take only the motivators factors to motivate
employees neither does it take the hygiene factors to remove dissatisfaction. To motivate and satisfy
employees, managers need to effectively blend the factors well to suit the special needs of their employees.
In Ghana, it would be more prudent for managers to strike a balance between the motivator factors and
hygiene factors with more emphasis on the hygiene factors since it appears to motivate the Ghanaian
worker better. After all, there is a popular saying in Ghana that ‘a hungry man is an angry man’ and
certainly a hungry and an angry man’s performance and commitment to work is likely to be affected
negatively and invariably affect organisational performance and therefore these need to be well managed
for efficiency and effectiveness in Ghanaian organisations.
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