herzberg slide!
TRANSCRIPT
HERZBERG’STWO FACTOR
THEORY
ADRIANA BT SHAMSUDIN 2008296934
IZZATI ADIBAH BT MOHD NOOR 2008297014
MARIA BT MOHD YUSOFF 2008297254
NOR ZAHIDAH BT ABDUL RAZAK 2008296784
NOR AZIRA BT MUHAMMAD 2008296926
YUSMANIAR BT MOHD SALLEH 2008297316
OUTLINE
•DEFINITION•ADVANTAGE•LIMITATION•RELATIONSHIP BETWEEN MOTIVATOR & HYGIENE•ISSUE
·ACHIEVEMENT
·RECOGNITION
·THE WORK ITSELF
·RESPONSIBILITY
·ADVANCEMENT
SATISFACTION
NO SATISFACTI
ONDISSATISFA
CTIONNO
DISSATISFACTION
·COMPANY POLICY
·ADMINISTRATION
·SUPERVISION
·SALARY
·WORKING CONDITIONS
·INTERPERSONAL RELATIONSHIPS
HYGIENE FACTOR
MOTIVATOR FACTOR
- Associated with the job context or the environment in which the job is performed.
- Factor leading to dissatisfaction (hygiene) :
- Management can add value through extrinsic motivation. Extrinsic motivation is motivation that derives from sources outside of the individual.
·COMPANY POLICY
·ADMINISTRATION
·SUPERVISION
·SALARY
·WORKING CONDITIONS
·INTERPERSONAL RELATIONSHIPS
MOTIVATOR FACTOR
- Related to job content or what people actually do in their work and associated with an individual’s positive feelings about the job.- Factor leading to satisfaction (motivation) :
- Intrinsically rewarding. Intrinsic motivation is motivation that derives from interest and
enjoyment of the work.
· RECOGNITION
·THE WORK ITSELF
·ACHIEVEMENT
·RESPONSIBILITY
·ADVANCEMENT
HYGIENE FACTOR
• This theory can be used to identify broad issues that need to be addressed or mitigated in general- Example: in an environment where employees are unsure of their job security, managers can try to mitigate the demotivating effect by providing open communication, and by reassuring employees about the situation
• Theory is based on the use of motivators which include recognition, achievement, and opportunity for growth
ADVANTAGES
• There is no statistically significant relationship between job satisfaction and job performance - concern on emotional reaction to job rather than
work productivity • The theory’s reliability is uncertain
- depend on raters who analyse the satisfaction and dissatisfaction of employee
- raters use the same response to analyse but react in different manner
• The theory ignores blue-collar workers
LIMITATION
• There is no comprehensive measure of satisfaction was used - Management only concern about the impression that naturally
expressed instead of what had been contributed by the workers toward the productivity of company
• The theory have bias - Employees will take credit for satisfying events in order to protect
self-esteem - Employee will blame others for dissatisfaction events - Example: if they are not satisfied with their salary, they will blame
dissatisfaction on external factors such as salary structure or company policies.
LIMITATION
High motivator,
high hygiene
Perfect state of happy, motivated employees
High motivator,
low hygiene
Motivated employees who love work but lot of
complaintLow
motivator, high hygiene
Bored employees punching a clock for paycheck
Low motivator,
low hygiene
Total mess of bored, unhappy employees
RELATIONSHIP BETWEEN
MOTIVATOR & HYGIENE
ARTICLE : HERZBERG’S MOTIVATION-HYGIENE THEORY AND JOB
SATISFACTION IN THE MALAYSIAN RETAIL SECTOR:THE MEDIATING
EFFECT OF LOVE OF MONEY
TAN TECK HONG*AMNA WAHEED
Exist
Not exist
Motivator factor
Satisfaction
No satisfaction
Hygiene factor
No satisfaction
Dissatisfaction
Winer & Schiff (1980)
• Achievement• Making more money• Chances of promotion• Recognition
Lucas (1985)
• Supervisor-employee relationship
MOTIVATION FACTOR ACCORDING 2 RANGES
Company policy
Relationship with peers
STUDY CONDUCTED BY ONE OF U.S RETAIL STORE
Job Satisfaction
• Productive worker – increase customer satisfaction
• Retain longer in the organization
Job Dissatisfaction
• Absenteeism• Complaints• Labour unrest
EFFECT (BREED & BREDA (1997)
Any question???