3. Herzberg Theory in the workplace

3.1 Herzberg (Two-factor) Theory

Frederick Herzberg’s theory (two-factor) is more of a transition theory between the need theories and the behavioral and cognitive theories (Champoux, 2011). Herzberg found some factors led workers to job satisfaction called motivators while some other factors led to job dissatisfaction called, hygiene factors (Cole and Kelly, 2011).

Hygiene factors

Hygiene factors related to job context include organization arrangement, supervision, association with supervision, work conditions, association with companions, compensation, individual life, association with subordinates, status, and job security (Ruthankoon and Ogunlana, 2003). Herzberg called these hygiene factors, since they are necessary to maintain a reasonable level of satisfaction and can cause dissatisfaction. Hygiene factors are indirect motivators even though necessary to prevent dissatisfaction and simultaneously serve as starting point for motivation.  However, improvements in these conditions do not generate motivation (Huling, 2003). 

Motivator Factor

According to Ruthankoon and Ogunlana (2003) Herzberg motivating factors involve six job content-related factors such as incorporate accomplishment, job acknowledgment, work or job itself, obligation, progression and growth opportunities.  

Fundamentally, the hypothesis separates the factors between intrinsic motivators and extrinsic motivators. The intrinsic motivators, known as the job content factors, characterize things that the general population really do in their work, their obligation and accomplishments. Afore factors can contribute an overwhelming arrangement to the level of job satisfaction a worker feels at work. The job context factors then again, the external factors a central person as a representative does not have much control over; employees relate more to the atmosphere in which individuals work than to the way of the work itself (Barringer & Harrison, 2000). Primarily motivate and satisfy employees, managers should first consider each individual’s differences and not to use one general approach especially considering that motivation is equitable but one of other factors that could influence performance (Kinicki and Fugate, 2012).

In accordance with Herzberg’s two factor theory of motivation and Hygiene, four prospective circumstances possible in an organization are explicated in figure- 1.

Figure 1: Motivation and Hygiene

Source: (Human Business, 2017).

Employees tend to feel more motivated when each individual is involved in making effective strategic contributions in the organization in addition committed to the achievement of major objectives when involved. Therefore well motivated employees are bound to influence the efficiency of an organization towards achieving its goals (Thompson and Martin, 2010).

The following, Harvard Business Review (2017), Video: 1 illustrates the application of Herzberg’s motivation and Hygiene factors in the workplace.

Video1: One more time, how do you motivate employees?

Source: (Harvard Business Review, 2017).

3.2 Application of Herzberg theory

Tamosaitis and Schwenker (2002) showed external factors had important effects on employees' transfer and job by itself, and it could create job satisfaction and external factors may be treated as a fetor of keeping the employees. Further Rogers (2005) performed an investigation in educational institutes and showed that those employees who were not satisfied with their jobs retired from their jobs' subsidiary affairs and could not set long-term aims. Moreover Kaat and Condly (2009) examined the Herzberg–theory for evaluating the motivation factors among the students and found that some new founding, shall be introduced for define all reactions and responds Samuel and Chipunza (2009) researched, internal and external motivational variables, influencing the employees' retain and decrease of their transfer.

Schroder (2008) utilize the two-factor theory as the theoretical framework for a study of 835 university employees in order to understand the impact of demographical factors on job satisfaction. The researcher found that overall job satisfaction was related to age and educational level, and that levels of intrinsic and extrinsic job satisfaction were not the same for different occupational groups.

Herzberg’s two – factor theory was the one, which stands against time and it can be included in the main theories and can present some new ideas for modern generation. (Semerek and Peterson, 2007).

3.3 List of References 

Barringer, B. and Harrison, J., 2000. Walking a Tightrope: Creating value through Inter-organizational relationships. [online] Citeseerx.ist.psu.edu. Available at: 

 <http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.901.558&rep=rep1&type=pdf> [Accessed 18 May 2020].

 Barringer, B. and Harrison, J., 2000. Walking a Tightrope: Creating value through Inter-organizational relationships. [online] Citeseerx.ist.psu.edu. Available at: <http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.901.558&rep=rep1&type=pdf> [Accessed 18 May 2020].Champoux, J., 2011. Organizational Behavior: Integrating Individuals, Groups, and Organizations. 4th ed. New York: Routledge Taylor & Francis Group.

Cole, G. and Kelly, P., 2011. Management Theory and Practice. 7th ed. Andover, UK: South-Western Cengage Learning, pp.11-20.

Harvard Business Review, 2017. One More Time, How Do You Motivate Employees?. [video] Available at: <https://hbr.org/video/5487440968001/the-explainer-one-more-time-how-do-you-motivate-employees> [Accessed 23 May 2020].

Huling, E., 2003. Rough Notes. Journal of Applied Psychology, 2(1), pp.17-24.

Human Business, 2007. Motivation and Hygiene. [image] Available at: <http://www.humanbusiness.eu/herzberg-two-factor-theory-of-motivation/> [Accessed 24 May 2020].

Katt, J. and Condly, S., 2009. A Preliminary Study of Classroom Motivators and De-motivators from a Motivation-hygiene Perspective. Communication Education, [online] 58(2), pp.213-234. Available at: <https://www.researchgate.net/publication/233143107_A_Preliminary_Study_of_Classroom_Motivators_and_De-motivators_from_a_Motivation-hygiene_Perspective> [Accessed 20 May 2020].

Kinicki, A. and Fugate, M., 2012. Organizational Behavior: Key Concepts, Skills & Best Practices. New York: McGraw-Hill Irwin.

Ruthankoon, R. and Olu Ogunlana, S., 2003. Testing Herzberg’s two‐factor theory in the Thai construction industry. Engineering, Construction and Architectural Management, 10(5), pp.333-341.    

Samuel, M. and Chipunza, C., 2009. Employee retention and turnover: Using motivational variables as a panacea. African Journal of Business Management, [online] 3(8), pp.410-415. Available at: <https://academicjournals.org/article/article1380550130_Samuel%20and%20Chipunza%20pdf.pdf> [Accessed 24 May 2020].

Schroder, R., 2008. Job Satisfaction of Employees at a Christian University. Journal of Research on Christian Education, [online] 17(2), pp.225-246. Available at: <https://www.researchgate.net/publication/232959204_Job_Satisfaction_of_Employees_at_a_Christian_University?el=1_x_8&enrichId=rgreq-6b6f94a70bb4c72b3a4f40be4d571abf-XXX&enrichSource=Y292ZXJQYWdlOzMwNDA1NTc0MztBUzozNzQyMjI1OTAzNjU2OTZAMTQ2NjIzMzAyNjU2MA==> [Accessed 24 May 2020].

Smerek, R. and Peterson, M., 2006. Examining Herzberg’s Theory: Improving Job Satisfaction among Non-academic Employees at a University. Research in Higher Education, [online] 48(2), pp.229-250. Available at: <https://www.sesp.northwestern.edu/docs/publications/75905635251f81e09ecbfa.pdf> [Accessed 25 May 2020].

Tamosaitis, W. and Schwenker, M., 2002. Recruiting and Retaining Technical Personnel at a Contractor-Operated Government Site. Engineering Management Journal, 14(1), pp.29-34.

Thompson, J. and Martin, F., 2010. Strategic Management. 6th ed. Andover: South-Western, Cengage Learning.