Motivation-Hygiene Theory
Herzberg's findings revealed that certain characteristics of a job are consistently related to job satisfaction, while different factors are associated with job dissatisfaction. These are:| Factors for Satisfaction | Factors for Dissatisfaction |
|---|---|
| Achievement Recognition The work itself Responsibility Advancement Growth |
Company policies Supervision Relationship with supervisor and peers Work conditions Salary Status Security |
Reprinted by permission of Harvard Business Review. From "One More Time: How do You Motivate Employees?"
by Frederick Herzberg, January 2003. Copyright © 1968 by the Harvard
Business School Publishing Corporation; all rights reserved.
The conclusion he drew is that job satisfaction and job dissatisfaction are not opposites.- The opposite of Satisfaction is No Satisfaction.
- The opposite of Dissatisfaction is No Dissatisfaction.
Step One: Eliminate Job Dissatisfaction
Herzberg called the causes of dissatisfaction "hygiene factors." To get rid of them, you need to:- Fix poor and obstructive company policies.
- Provide effective, supportive and non-intrusive supervision.
- Create and support a culture of respect and dignity for all team members.
- Ensure that wages are competitive.
- Build job status by providing meaningful work for all positions.
- Provide job security.
You can't stop there, though. Remember, just because someone is not dissatisfied, it doesn't mean he or she is satisfied either! Now you have to turn your attention to building job satisfaction.
Step Two: Create Conditions for Job Satisfaction
To create satisfaction, Herzberg says you need to address the motivating factors associated with work. He called this "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 the work. Things to consider include:- Providing opportunities for achievement.
- Recognizing people's contributions.
- Creating work that is rewarding and that matches people's skills and abilities.
- 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.
Tip 1:
Here we're approaching the subject of motivation in a very general way. In reality, you'll need "different strokes for different folks" – in other words, different people will perceive different issues, and will be motivated by different things. Make sure you talk with your people regularly one-on-one to find out what matters to them.Tip 2:
This 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. To learn more about this, see the Mind Tools article on job enrichment
.
Key Points
The relationship between motivation and job satisfaction is not overly complex. The problem is that many employers look at the hygiene factors as ways to motivate when, in fact, beyond the very short term, they do very little to motivate.Perhaps managers like to use this approach because they think people are more financially motivated than, perhaps, they are, or perhaps it just takes less management effort to raise wages than it does to reevaluate company policy, and redesign jobs for maximum satisfaction.
When you're seeking to motivate people, firstly get rid of the things that are annoying them about the company and the workplace. Make sure they're treated fairly, and with respect.
Once you've done this, look for ways in which you can help people grow within their jobs, give them opportunities for achievement, and praise that achievement wherever you find it.
https://en.wikipedia.org/wiki/Two-factor_theory
- Motivators (e.g. challenging work, recognition for one's achievement, responsibility, opportunity to do something meaningful, involvement in decision making, sense of importance to an organization) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth,[4] and
- Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions, good pay, paid insurance, vacations) that do not give positive satisfaction or lead to higher motivation, though dissatisfaction results from their absence. The term "hygiene" is used in the sense that these are maintenance factors. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.[4][5] Herzberg often referred to hygiene factors as "KITA" factors, which is an acronym for "kick in the ass", the process of providing incentives or threat of punishment to make someone do something.
According to the Two-Factor Theory there are four possible combinations:[8]
- High Hygiene + High Motivation: The ideal situation where employees are highly motivated and have few complaints.
- High Hygiene + Low Motivation: Employees have few complaints but are not highly motivated. The job is viewed as a paycheck.
- 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 up to par.
- Low Hygiene + Low Motivation: This is the worst situation where employees are not motivated and have many complaints.
Expectancy theory
https://en.wikipedia.org/wiki/Expectancy_theory
http://selfdeterminationtheory.org/
http://selfdeterminationtheory.org/theory/
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