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Herzberg's Model: Motivating and Leading Self-Instructional

Frederick Herzberg and his associates interviewed over 200 engineers and accountants in Pittsburgh to develop the two-factor theory of job satisfaction. They found that certain job characteristics, called motivators, were consistently associated with job satisfaction, while other factors, called hygiene factors, were associated with dissatisfaction if absent but did not motivate employees. Motivators included the work itself, recognition, achievement, responsibility, and growth opportunities. Hygiene factors included company policies, supervision, work conditions, salary, and job security. Herzberg's model suggests that motivators fulfill higher-level needs and lead to true job satisfaction, while hygiene factors fulfill lower-level needs and prevent dissatisfaction if present.

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109 views2 pages

Herzberg's Model: Motivating and Leading Self-Instructional

Frederick Herzberg and his associates interviewed over 200 engineers and accountants in Pittsburgh to develop the two-factor theory of job satisfaction. They found that certain job characteristics, called motivators, were consistently associated with job satisfaction, while other factors, called hygiene factors, were associated with dissatisfaction if absent but did not motivate employees. Motivators included the work itself, recognition, achievement, responsibility, and growth opportunities. Hygiene factors included company policies, supervision, work conditions, salary, and job security. Herzberg's model suggests that motivators fulfill higher-level needs and lead to true job satisfaction, while hygiene factors fulfill lower-level needs and prevent dissatisfaction if present.

Uploaded by

p.sankaranarayanan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Herzberg’s Model

Frederick Herzberg and company evolved the two-factor theory in the late 1950s
and early 1960s. Herzberg and his associates performed profound and detailed
interviews of more than 200 engineers and accountants in Pittsburgh as an element
of their research on job satisfaction.
The researchers believed that a person’s association with his work is a
basic one and that his approach towards work would decide his behaviour in the
organization. The respondents were asked to give a detailed explanation about
the kind of environment which would promote remarkably good feelings about
their work, and the kind of environment in which they felt otherwise. It seems
normal to believe that workers who have job satisfaction will be more committed
to their work in comparison to those who do not have job satisfaction. In case the
logic appears to be rational and justified, then it would be helpful to segregate
those circumstances and aspects that ensure job satisfaction from those that do
not. The following two were the fundamental questions that were asked in the
course of the survey:
(i) What do you like about your job?
(ii) What do you dislike about your job?
On the basis of the responses it was decided that certain characteristics or
features have a tendency to be consistently associated with job satisfaction while
there are other features that are consistently associated with job dissatisfaction.
Herzberg named the factors that are related to job dissatisfaction as
maintenance or hygiene factors that are extrinsic in nature, and factors related to
job satisfaction as motivational factors that are intrinsic in nature.
Motivating and Leading
NOTES
Self-Instructional
122 Material
These factors are described in detail as follows:
Motivational factors: These factors are associated with the nature of work (job
content) and are inherent to the job itself. These factors exercise a positive influence
on confidence, contentment, competency and higher productivity. Some of these
factors are described below:
 The work itself: Employees must love what they are doing and enjoy their
jobs to be motivated. Their commitment towards goal achievement grows
and they do not feel bad working till late hours in order to accomplish the
goal. They have high morale as is proved by reduction in absenteeism,
sluggishness and delays.
 Acknowledgement:Correct acknowledgement of an employee’s
involvement by the management proves to be a great morale booster. It
makes the workers feel worthy and enhances their self-esteem. It is natural
for anybody to feel glad when he’s praised. Therefore, this kind of
acknowledgement proves to be extremely motivating.
 Achievement: Accomplishment of an aim leads to an immense feeling of
achievement. The aim should be challenging, require initiative and
innovativeness. A worker of assembly line hardly experiences a feeling of
achievement after finishing his regular job. Opportunities that exist should
be relevant for achievement, otherwise employees would become sensitive
to the environments and start to find flaws in it.
 Responsibility: It is an employee’s commitment to perform the allocated
duties in a satisfactory manner. The higher the level of these duties more will
be the feeling of responsibility of the employee and more would be his
motivation. It feels good to know that you are regarded as a person of high
principles and acumen to be given higher responsibilities. It is a motivational
factor that fosters growth and development.
 Growth and advancement: All these factors are interconnected and are
positively associated with motivation. Promotions in job, further
responsibility, involvement in vital decision making, and supervisory benefits
are all indications of growth and development and enhance the loyalty and
commitment of employees. Herzberg’s two-factor model is coupled with
Maslow’s basic model wherein Maslow enables one to recognize the needs
and Herzberg provides us with guidelines and incentives that tend to fulfil
these needs. Also, the hygiene factors in Herzberg’s model fulfil the first
three levels of Maslow’s model of physiological needs, i.e. protection, safety,
and social needs while the factors of motivation fulfil the two higher level
needs of respect and self-actualization.

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