Group No. 2

Behavioral Program – II

12 A

• Give positive satisfaction

• Arising from intrinsic conditions of the job

itself

• Challenging work

• Recognition

• Responsibility

MOTIVATIONAL FACTORS

CAREER ADVANCEMENT

PERSONAL GROWTH

RECOGNITION

COMPETITION

RESPONSIBILITY

ACHIEVEMENT

• Do not give positive satisfaction

• Dissatisfaction results from their absence

• Extrinsic to the work itself

• Company policies

• Supervisory practices,

• Wages/salary

HYGIENE FACTORS

PAY HIKE

SUPERVISION

RELATIONSHIPS

COMPANY POLICIES

JOB SECURITY

ENVIRONMENT

Independent phenomena

Not on a continuum with one increasing as the

other diminishes

The opposite of Satisfaction is ‘No Satisfaction’ but

not dissatisfaction.

The opposite of Dissatisfaction is ‘No

Dissatisfaction’ but not Satisfaction.

Mostly affected by the "motivator factors"

Motivation factors help increase the satisfaction but aren't that affective on dissatisfaction

Satisfaction

Results of the "hygiene factors"

if absent or inadequate, Cause dissatisfaction, but their presence has little effect on long-term satisfaction

Dissatisfaction

Step One: Eliminate Job Dissatisfaction

• 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.

Step Two: Create Conditions for Job Satisfaction

• Providing opportunities for achievement.

• Recognizing workers' contributions.

• Creating work that is rewarding and that matchesthe skills and abilities of the worker.

• Giving as much responsibility to each team memberas possible.

• Providing opportunities to advance in the companythrough internal promotions.

• Offering training and development opportunities, sothat people can pursue the positions they wantwithin the company.

Motivators

A sense of Achievement

Employees will influence other workers to work

Both the business and the workers

are likely to benefit

Hygiene Factors

Has the affect to de-motivate the workers

Workers might not work hard

Workers will remain unhappy which affects

their work and performance

Achievement

Recognition

Work Itself

Responsibility

Advancement

Personal Growth

Hygiene (or Maintenance) Factors

Status

Personal Life

Relationship with

Peers

Security

Salary

Relationship with

Subordinates

Work Conditi

ons

Relationship with

Supervisor

Company Policy

and Administr

ation

Supervision

Motivators

Overlooks situational variables

Herzberg assumed a correlation between satisfaction and productivity

The theory ignores blue-collar workers

Implications of Two-Factor Theory

• The Two-Factor theory implies that the managers must

stress upon guaranteeing the adequacy of the hygiene

factors to avoid employee dissatisfaction.

• Managers must make sure that the work is stimulating

and rewarding so that the employees are motivated to

work and perform harder and better.

Implications of Two-Factor Theory Contd.

• This theory emphasize upon job-enrichment so as to

motivate the employees.

• The job must utilize the employee’s skills and

competencies to the maximum.

• Focusing on the motivational factors can improve work-

quality

Achievement

Achievement recognition

Work itself

Responsibility

Advancement

Growth

Salary

Company policy & administration

Supervision

Interpersonal relations

Working conditions

Salary

Status

Security

Moti

vati

on

fact

ors

in

crea

sejo

b s

ati

sfact

ion

Hy

gie

ne fa

ctors a

void

job

dissa

tisfactio

n

Hygiene Factors

• For Customers

• For Fellow Workers

• For Subordinates

Motivational Factors

• For Customers

• For Employees