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Frederick Herzberg - Theory of Motivation
BIKRAM PRADHANM.COM(BERHAMPUR UNIVERSITY)
ODISHA
• He first published his theory in 1959 in a book entitled ‘The Motivation to Work’ and put forward a two factor content theory which is often referred to as a two need system.
Introduction to the Theory:
• Fredrick Herzberg and his associates developed the MOTIVATION HYGIENE THEORY, commonly known as the two factor theory, in the late 1950s and early 1960s. Herzberg and his associates conducted a research based on the interview of 200 engineers and accountants who looked for 11 different firms in Pittsburgh area, U.S.A.
• The purpose of the research was to find out as to what variables are
perceived to be desirable goals to achieve and conversely, undesirable
conditions to avoid. During the course of the interviews, these men
were asked to describe a few previous job experiences in which they
felt “exceptionally good” or “exceptionally bad” about jobs. They were
also asked to rate the degree of which their feelings were influenced-
for better or worse- by each experience which they described.
• Based upon the answers received from these 200 people, Herzberg
concluded that there are certain factors that tend to be consistently related
to job satisfaction and on the other hand, there are some factors, which
are consistently related to job dissatisfaction. The last of job conditions,
he referred to as MAINTENANCE OR HYGIENE factors and the first
job conditions as MOTIVATIONAL FACTORS. The motivational factors
are intrinsic in nature and the hygiene factors are extrinsic in nature.
Motivational Factors:
1. Hygiene Factors:
• Hygiene factors or the maintenance factors do not motivate
people, they simply prevent dissatisfaction and maintain status
quo. Such factors do not produce positive results but prevent
negative results. If these factors are not there it will lead to job
dissatisfaction. These are not motivators, as they maintain a
zero level of motivation or in other words, these factors do
not provide any satisfaction but eliminate dissatisfaction.
ACCORDING TO HERZBERG THERE ARE TEN MAINTENANCE OR HYGIENE FACTORS:
The word hygiene is taken from the
medical science, where it means
taking preventions to maintain your
health but not necessarily improve
it. Similarly, hygiene factors in this
theory prevent damage to efficiency
but do not encourage growth. As
such, these are also called
dissatisfies.
SL.NO. HYGIENE FACTOR
1. Company policies
2. Technical Supervision
3. Inter-Personal relations with Supervision
4. Inter-Personal relations with subordinate
5. Inter-Personal relations with peers
6. salary
7. Job security
8. Personal Life
9. Working Conditions
10. Status
2. Motivational Factors:
• These factors are intrinsic in nature and are
related to the job. The motivational factors have
a positive effect on job satisfaction and often
result in an increase in total output. Thus, these
factors have a positive influence on morale,
satisfaction, efficiency and productivity.
Herzberg concluded that six factors motivate the employees:
SL.NO. Motivation factor
1. Achievement
2. Advancement
3. Possibility of Growth
4. Recognition
5. Work itself
6. Responsibility
• Any increase in these factors will improve the level of satisfaction, thus,
these factors can be used for motivating the employees. Based on his
research, Herzberg stated that managers have hitherto been very much
concerned with hygiene factors. As a result they have not been able to
obtain the desired behaviour from the employees. In order to increase the
motivation, it is necessary to pay attention to the motivational factors.
• He further concluded that today’s motivational factors are tomorrow’s
hygiene factors. Because once a need is satisfied, it stops influencing the
behaviour. Further, one person’s hygiene may be another person’s
motivator, because motivation is also influenced by the personality
characteristics of individuals.
Critical Analysis of the Theory:
• Herzberg’s theory is appreciated on the ground that it provides
an insight into the task of motivation by drawing attention to
the job factors which are often overlooked. It shows the value
of job enrichment in motivation. Thus, Herzberg’s theory has
solved the problems of managers who were wondering why
their policies failed to motivate the employees adequately.
• However, this theory has also not gone unchallenged. It has
been criticized on the following grounds:
1. Not Conclusive:
Herzberg study was limited to the engineers and accountants. The critics
say that this theory is not conclusive because the professionals or the white
collar workers may like responsibility and challenging jobs. But the general
workers are motivated by pay and other benefits. The effect of hygiene and
motivational factors may totally be reverse on some other categories of
people.
2. Methodology:
Another criticism of this theory is directed at the method of research and
data collection. The interviewers were asked to report exceptionally good
or exceptionally bad job experience. This methodology is defective because
such information will always be subjective and biased.
3. Job Enrichment:
This theory has given too much emphasis on job enrichment and
has totally ignored job satisfaction of the workers. He didn’t
attach much importance to pay, status or interpersonal
relationships which are generally held as great motivators.
Keeping in view all these points we can conclude that Herzberg’s
theory has been widely read and there will be few people who are
not familiar with these recommendations. This theory provides
valuable guidelines to the managers for structuring their jobs in
order to include such factors in the jobs which bring satisfaction.