Herzberg's hygiene & motivation theory
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Herzberg's Motivation-Hygiene Theory, also known as the Two Factor Theory, proposes that there are hygiene factors and motivation factors that influence employee satisfaction and motivation. Hygiene factors like company policy, supervision, and salary prevent dissatisfaction but do not motivate, while motivation factors like achievement, recognition, and responsibility lead to job satisfaction. Improving motivators increases satisfaction while improving hygienes only decreases dissatisfaction. For management, it implies continuously challenging employees at their ability level and automating or replacing those whose abilities are not fully utilized.
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Assignment on Herzberg’s two-factor Theory.pptx
Herzberg investigated American white-collar workers to discover what motivates them. He found that job satisfaction and dissatisfaction are influenced by separate factors. Motivation factors like achievement, recognition, and responsibility can motivate employees, but only if hygiene factors like pay, supervision, and working conditions are also satisfactory and not sources of dissatisfaction. Herzberg argued that managers must ensure both factors are addressed to improve motivation and reduce dissatisfaction among employees. Critics argue Herzberg's theory did not consider the importance of group work and only studied professional occupations.
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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:
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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.
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Herzberg investigated American white-collar workers to discover what motivates them. He found that job satisfaction and dissatisfaction are influenced by separate factors. Motivation factors like achievement, recognition, and responsibility can motivate employees, but only if hygiene factors like pay, supervision, and working conditions are also satisfactory and not sources of dissatisfaction. Herzberg argued that managers must ensure both factors are addressed to improve motivation and reduce dissatisfaction among employees. Critics argue Herzberg's theory did not consider the importance of group work and only studied professional occupations.
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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.
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Satisfaction means the simple feeling of attainment of any goal or objective.
What do you understand by "Job Satisfaction"?
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Job satisfaction relates to the total relationship between an individual and the employer for which he is paid.
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2) Explaining the outcomes of job satisfaction such as mental and physical health, organizational commitment, absenteeism, and productivity.
3) Identifying ways to measure job satisfaction using rating scales, interviews, and critical incidents.
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Sairaj Hemachandran
Nishka Vikas Gulati
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Job satisfaction has received substantial attention from both researchers and practitioners due to its significance in achieving organisational goals in the private and public sectors. Researchers in the human resource field have long probed the relationship between variables related to job satisfaction and employee performance (Locke, 1976; Currall, et al, 2005; Qureshi et al.,2011; Rehman & Waheed ,2011; Rehman, 2012), and productivity ( (Marks, 2006; Bataineh ,2011). However, there is little agreement on how contributory factors play a significant role in job satisfaction (Elding, Tobias, & Walker, 2006).
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The document discusses job satisfaction, including:
1) Defining job satisfaction and the factors that determine it such as personal expectations, work conditions, supervision, and promotion opportunities.
2) Explaining the outcomes of job satisfaction such as mental and physical health, organizational commitment, absenteeism, and productivity.
3) Identifying ways to measure job satisfaction using rating scales, interviews, and critical incidents.
4) Discussing theories of job satisfaction including content, process, and situational theories.
5) Explaining causes of job satisfaction such as company culture, interesting work, rewards, and low stress levels.
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3. Employee attitudes like job satisfaction, involvement, and commitment influence behaviors like performance, absenteeism, and turnover. Negative attitudes can lead to problems while positive attitudes benefit both employees and organizations.
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Herzberg's two-factor theory proposes that there are two sets of factors that influence job satisfaction and dissatisfaction: motivators and hygiene factors. Motivators such as achievement, recognition, responsibility, and advancement can increase job satisfaction, while hygiene factors like company policies, supervision, salary, and job security prevent dissatisfaction if adequately managed but do not strongly motivate. Herzberg conducted interviews with engineers and accountants to develop this theory. The theory suggests addressing both hygiene factors and motivators to improve satisfaction and productivity in an organization.
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GAME ON! Integrating Games and Simulations in the Classroom
Brian Housand, Ph.D.
brianhousand.com
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It is estimated that by the time that today’s youth enters adulthood that they will have played an average of 10,000 hours of video games. By playing games, research suggests that they have developed abilities related to creativity, collaboration, and critical thinking. Come explore the history of games and simulations in the classroom and investigate ways that current games and simulations in digital and non-digital formats can be meaningfully and purposefully integrated into your learning environment.
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This document summarizes several motivational theories and how they relate to different human resource management strategies and practices. It discusses Maslow's hierarchy of needs, Herzberg's two-factor theory, ERG theory, expectancy theory, equity theory, McClelland's needs theory, McGregor's Theory X and Y, and job characteristics model among others. It also outlines how concepts from these theories can be applied to areas like compensation, training, recruitment, and performance management.
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The document outlines Herzberg's two-factor theory of motivation, which distinguishes between motivational factors and hygiene factors. Motivational factors like achievement, recognition, responsibility, and advancement can increase job satisfaction, while hygiene factors like company policies, supervision, and salary must be adequate to prevent dissatisfaction. The theory implies managers should focus on both guaranteeing strong hygiene factors and stimulating employees through motivational factors in the work itself.
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Frederick Herzberg developed the two-factor theory of motivation, which states that job satisfaction and dissatisfaction are independent factors. Satisfaction is influenced by motivators like achievement, recognition, and responsibility. Dissatisfaction is influenced by hygiene factors like company policies, supervision, and salary. The theory recommends addressing hygiene factors to reduce dissatisfaction, then providing motivators to increase satisfaction and motivation.
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Herzberg's two-factor theory explains that certain workplace factors can cause job satisfaction or dissatisfaction. These factors are split into hygiene factors like pay, benefits, and work environment, and motivational factors like challenging work, recognition, and opportunities for growth. Combinations of high and low levels of these factors can result in highly motivated employees, satisfied but unmotivated employees, motivated but dissatisfied employees, or low motivation and dissatisfaction. To retain staff, companies should regularly review pay and benefits, provide training opportunities, allow employee progression, recognize achievements, and solicit feedback.
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The document discusses various methods for motivating employees, including incentive schemes, job enrichment, and employee empowerment. It defines motivation and its importance for employee performance. Some key motivation theories are explained, such as Maslow's hierarchy of needs and Herzberg's two-factor theory. Incentive schemes can include financial bonuses or non-financial rewards to improve motivation. Job enrichment aims to make jobs more challenging and reduce repetitive tasks. Employee empowerment gives workers more autonomy and responsibility over decisions. The strategies outlined can increase productivity but require adequate training and support.
employee-satisfaction
Employee satisfaction is an employee's overall attitude and feelings towards their job based on an evaluation of factors like compensation, benefits, promotions, training, work tasks, coworkers, and supervisors. High employee satisfaction is important for organizations as it leads to increased retention and productivity while reducing costs. Factors that influence satisfaction include compensation and benefits, promotions and career development opportunities, work tasks, relationships with supervisors, working conditions, corporate culture, and the personal competencies and expectations of the employee.
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The document discusses several theories of motivation:
1) Needs hierarchy theory and ERG theory propose that people are motivated to fulfill lower-level needs like physiological needs before pursuing higher-level needs like esteem and self-actualization.
2) Two-factor theory suggests extrinsic factors prevent dissatisfaction while intrinsic motivators from the work itself engage employees.
3) Expectancy theory holds that motivation depends on expecting good performance will lead to desirable outcomes.
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This document discusses motivation and teams in the workplace. It begins by defining motivation and exploring historical perspectives on motivation including scientific management, the Hawthorne studies, and the theories of Maslow, Herzberg, McGregor, and Vroom. Contemporary motivation theories discussed are equity theory, expectancy theory, and goal-setting theory. Techniques to increase motivation like job enrichment, behavior modification, and employee empowerment are also summarized. The document concludes by examining team types, the stages of team development, roles within teams, and how to resolve team conflict.
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This document discusses different theories of motivation. It begins by defining motivation as the set of forces that cause certain behaviors and explains that managers aim to maximize desired behaviors. It then discusses determinants of individual performance including motivation, ability, and work environment.
The document goes on to explain content and process perspectives on motivation. Content perspectives examine what workplace factors motivate people, discussing theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process perspectives focus on how people choose behaviors to satisfy needs and evaluate satisfaction, covering expectancy theory, equity theory, and goal-setting theory.
The document delves into Vroom's expectancy theory, explaining that motivation depends on desire and likelihood of outcomes. It outlines
Basic motivation
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Early theories of motivation
Contemporary theories of motivation
Implication of job engagement
How contemporary theories of motivation complete each other
Motivation theories
This document discusses various theories and strategies related to human resource management and employee motivation. It covers Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's acquired needs theory, equity theory, expectancy theory, reinforcement theory, goal-setting theory, and strategies for motivating employees such as treating people as individuals, empowering workers, and providing rewards. The key points are that motivation is complex and influenced by individual and situational factors, and managers should understand motivation theories to effectively lead and develop motivated employees.
Two Factor Theory of Herzberg.pptx
The two-factor theory proposes that job satisfaction and dissatisfaction are influenced by separate factors. It suggests that certain workplace factors like salary and working conditions ("hygiene factors") can prevent dissatisfaction, while different factors like achievement and recognition ("motivator factors") encourage satisfaction. The theory recommends that managers focus on motivator factors like stimulating work to improve productivity, while addressing hygiene factors to prevent dissatisfaction. However, the theory has also received criticism for its narrow scope and inconsistent methodology.
Two Factor Theory of Herzberg.pptx
Two Factor Theory proposes that job satisfaction and dissatisfaction are influenced by separate factors. It suggests that satisfaction comes from motivational factors like achievement and recognition, while dissatisfaction stems from hygiene factors like company policies and salary. The theory recommends that employers focus on improving motivational factors through job enrichment to increase employee motivation and productivity.
Motivation
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Eureka forbesob_herzberg theory motivation
Frederick Herzberg developed a theory that identified two factors that influence job satisfaction and motivation - motivators and hygiene factors. Motivators such as achievement, recognition, and growth can positively impact satisfaction whereas hygiene factors like company policies and salary only prevent dissatisfaction if adequately addressed. However, Herzberg's theory has been criticized for its methodology and for not considering situational variables. To improve motivation, companies should focus on job enrichment by giving employees more responsibility and opportunities to utilize their abilities.
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- 1. By Prateek Malik Herzberg’s Motivation- Hygiene Theory (Two Factor Theory) 1
- 2. By Prateek Malik Two Factor Theory Employee Dissatisfied & Demotivated HygieneFactors Employee not dissatisfied but demotivated MotivationFactors Employee Satisfied & Motivated 2 • Company Policy • Relationship with supervisor • Work conditions • Salary • Relationship with subordinates • Achievement • Recognition • Work itself • Responsibility • Advancement
- 3. By Prateek Malik Herzberg’s Two-Factors 3 Improving the satisfier (motivator) factors increases job satisfaction Improving the hygiene factors decreases the job dissatisfaction
- 4. By Prateek Malik Implications for Management • Continuous Management Process – Sufficient challenge to utilise the full ability of employee – Employees with higher ability to be given higher responsibility – If employees’ full abilities are not utilised • Automation of Task • Replace Employee with one who have lower ability 4