Herzberg’s two factor theory, and job characteristic model
It
is recommended to improve the Hygiene Factors such as job security, quality of
supervision, Interpersonal relationships, pay & benefits and motivation
factors such as more responsibility, more challenges, and more recognition (Herzberg
and Mausner,1959).
Source: Balogh, Laszlo. (2015). Sport -
Culture
According
to the Herzberg (1976), he was able to
develop a model which identifies factors which lead to job satisfaction as well
as identify factors which lead to job dissatisfaction. The factors which
contribute to employee satisfaction were called as motivators. They were
recognized as responsibility, promotions, personal growth and achievements etc.
Presence of these factors will definitely motivate a particular employee. They
are striving extra yard to complete the task with a high note. In other words,
absences of these factors will definitely de-motivate the employees and they
become unhappy. In contrast, there are factors which do not lead to job
satisfaction, but they prevent employees being dissatisfied at their work
places. (Hoppock, 1935). Company
policies, job environment, safety practices, salary and other infringe benefits
are these factors which keep them engage in their day to day work (Locke
and Latham ,1990).
The
argument of salary being considered as the hygiene factor. There are some cases
where employees are working hard because of the salary, and their satisfaction
level is decided by the amount of bonus paid or the increment. (O’Malley and
Michael, 2000). Therefore, it is difficult to categorize factors such as salary
infringements due to its complexity. According to Vignesh and Babu (2014), Moreover, the Herzberg’s theory does not
consider age, sex, or the education level of an employee when identifying
motivational factors and hygiene factors. In the real-life scenario, these
factors are also influenced the way employees are working in an organization .
For an example, how men get satisfied from a particular task is different to
that of women. Additionally, feelings and attitudes of the employees were not
taken into account when establishing the Herzberg’s theory (Lumley et al., 2011).
It
was mentioned that the most significant
reason for job satisfaction is the
remuneration packages and working culture.
Compensation policy should adjusted in to the way such that the workers are pleased with their
payment. Although human needs and desires are different from each person , as
there is a standard or benchmark in the Industry regarding the remuneration, an
organization should follow that at least so as to keep employee’s job satisfaction , effectiveness
and productivity . By using different practices like performance appraisal,
training and development program, feedback and assigning competitive work the
condition of employee retention has been increased (Raychaudhuri and Farooqi ,2013)
Sigler
(1999), mentioned that the key factor for employee satisfaction of the organization is promotions as employees look out for some changed, interesting and thrilling
work experience. The result of organizational obligation is more than the
employee satisfaction on the income rate . Mehta (2006), in his study,
indicated that the employee satisfaction is directly related to the factor of
change , recognition and enhancement . Employees who are satisfied with their
jobs are always seen to be creative and innovative
According
to the complete examination of this study by recognizing and relating those job
satisfaction factors which has more
impact to employee retention. The study confirmed the results of the existing
studies that also emphasized on factors like Career Development, Wage,
Promotion, Rewards and Inducements, Job Security, Rules & Culture, Decent
Welfare Actions, Peripheral Aids, Team Effort etc. ( Doh et al. 2011)
References
Doh, J.P., Smith, R.R.,
Stumpf, S.A. and Tymon, W.G.J. (2011). Pride and professionals: retaining
talent in emerging economies. Journal of Business Strategy, Vol. 32, Iss. 5,
pp. 35 – 42.
Herzberg, F., Mausner,
B., & Snyderman, B. B. (1959). The Motivation to Work (2nd ed.). New York:
John Wiley & Sons.
Herzberg, H. F. (1976). Motivation-Hygiene Profiles,
Hoppock, R. (1935). Job
Satisfaction, Harper and Brothers, New York
Locke, E.A. and Latham, G.P. (1990). A theory of goal setting and task
performance, Prentice Hall, p.
Lumley, E.J., Coetzee,
M., Tladinyane, R. and Ferreira, N. (2011). Exploring the employee satisfaction
and organizational commitment of employees in the information technology environment.
Southern African Business Review, Vol. 15, No. 1
Mehta, A. (2006).
Challenges and Opportunities of Business Process Outsourcing in India. Journal
of Labour Research. Vol. 27, No.3.
O’Malley and Michael, N.
(2000). Creating Commitment-How to attract and retain talented employees by
building relationships that last. John Wiley and Sons, Inc. New York.
Raychaudhuri, P. S. and
Farooqi, R. (2013). Conceptualization and Measurement of Service Quality
Dimensions in Business Markets: A Case of Indian IT Industry. The IUP Journal
of Management Research, Vol. XII, No. 1
Sigler, K.J. (1999).
Challenges of employee retention. Management Research News, Vol. 22, Iss. 10
pp. 1 – 5.
Vignesh, A.P. and Babu,
M.S. (2014). Stay Interviews: A Missing Facet of Employee Retention Strategy.
Paripex - Indian Journal of Research, Vol. 3, Iss.1.
Adding more to the post-Herzberg Theory's deprivation is It ignores external factors that play a big role in reality, so, for example, if a competitor’s pay for the same position is higher than the employee’s satisfaction with the company, even if the company has implemented All the factors of the lattice theory. Simply put, completely ignoring external factors can cause problems for the company, especially in industries where external factors are more prominent than internal factors(Owne, 2018).
ReplyDeleteHi Sahan, agreed. For an example, how men get satisfied from a particular task is different to that of women. Additionally, feelings and attitudes of the employees were not taken into account when establishing the Herzberg’s theory (Lumley et al., 2011).
DeleteAgreed, (Herzberg, 1966) job satisfaction is created when employees needs are satisfied and when their need for growth increases. Motivation helps increase one's satisfaction through personal achievement by creating opportunities.
ReplyDeleteAgreed Shakir, the factors which contribute to employee satisfaction were called as motivators. They were recognized as responsibility, promotions, personal growth and achievements etc. Presence of these factors will definitely motivate a particular employee. They are striving extra yard to complete the task with a high note. In other words, absences of these factors will definitely de-motivate the employees and they become unhappy (Herzberg, 1976).
DeleteAgree with above content. I agree with above content. Adding to above, full supply of Hygiene Factors will not necessary result in employees’ job satisfaction. In order to increase employees’ performance or productivity, Motivation factors must be addressed (Wan et al, 2013).
ReplyDeleteAgreed Chandran, Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction (Herzberg, Mausner, & Snyderman, 1959).
DeleteI agree with the drawbacks you have mentioned of the two factor theory. In addition, Parikh (2018) brings up an interesting point; job satisfaction is only one of the factors behind increasing productivity and not the only one. Therefore, some companies investing on job satisfaction in the hopes of increasing productivity would fall short of their objective.
ReplyDeleteHi Dumindu, I do agree with the content. It is not self-satisfaction, pleasure, or self-satisfaction, but job satisfaction. Job satisfaction is generally recognized as a multifaceted framework that involves worker opinions about a range of intrinsic and extrinsic aspects of employment (Howard & Frink, (1996).
ReplyDeleteAgreed Indika, Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction (Herzberg, Mausner, & Snyderman, 1959).
DeleteI concur with your critical analysis of Herzberg's theory. To summarize the thoughts from Herzberg et al. (1959), the amount to which the intrinsic motivators are present, will determine the amount to which the motivation for job satisfaction will occur. The lack of motivators may not lead to job dissatisfaction (instead, will reduce the job satisfaction) and the same way, the absence of hygiene factors will cause job dissatisfaction to increase.
ReplyDeleteAgreed Nadeeranga, job satisfaction and dissatisfaction considerably depend on different sets of work related conditions and therefore job satisfaction and dissatisfaction are affected by different factors (Herzberg et al., 1959).
DeleteHi Dumindu, You have clearly explained about the factors which are not considered by the Herzberg Theory as a framework for job satisfaction. Apart from the age, sex, education level of an employee as you mentioned, geographical area also considered as factor which Herzberg Theory ignored. For a example; salary is a hygiene factor for employees in developed country, but it can be considered as a motivational factor for employees in developing countries.However researches highlight that hygiene factors were less important to job satisfaction than motivational factors. ( Alshmemri, Akl and Maude , 2017).
ReplyDeleteAgreed Sithari. The motivators were recognized as responsibility, promotions, personal growth and achievements etc. Presence of these factors will definitely motivate a particular employee (Herzberg, 1976).
DeleteHi Dumindu , This analysis is interesting. To add more, Herzberg (1987) has recommended some actions which managers can take to eliminate job dissatisfaction. Offering job security, ensuring that wages and salaries are reasonable, forming and strengthening the culture of respect and dignity for all group members, and creating job status by offering significant work for all positions are among them.
ReplyDeleteAgreed Namal, The employees have five levels of needs as physiological, safety, social, ego, and self- actualizing that lower level needs had to be satisfied before the next higher level need would motivate employees (Maslow, 1943).
Delete