Frederick HerzbergTwo Factor Theory Of Motivation

Presented by:Abhijith RajendraArchanala SawthiAkash B.N.Akshay ShettyAkshay P.G.

BIOGRAPHYFrederick Irving Herzberg: April 18th 1923 - January 19th

2000 in Massachusetts.

He was an American psychologist.

One of the most influential names in business management for introducing: Job enrichment The Motivator-Hygiene theory.

EDUCATIONGraduation-City College in 1946.

Post-graduation-University of Pittsburgh .

Professor of psychology-Case Western Reserve University in Cleveland.

Professor of management-University of Utah

(College of business).

ACHIEVEMENTS"One More Time, How Do You Motivate Employees?" -1.2

million reprints by 1987. The most requested article from the Harvard Business

Review.

Herzberg attended City College of New York, but left part way-to enlist in the army.

As a patrol sergeant, he was a firsthand witness of the Dachau concentration camp.

ALL ABOUT TWO FACTOR THEORY

Two Factor Theory states that there are certain factors in the workplace that causes in job satisfaction, while a separate set of factors cause dissatisfaction.

"The Dual Structure Theory"

Herzberg proposed the Motivation-Hygiene Theory, also known as the The Dual Structure Theory or Two factor theory (1959) of job satisfaction.

According to his theory, people are influenced by two sets of factors: Motivatoion Factors Hygiene Factors

IDEA GENERATION

The theory was based around interviews with 203 American accountants & engineers in Pittsburgh, chosen because of their professions' growing importance in the business world by Herzberg.

The subjects were asked to relate times when they felt exceptionally good or bad about their present job or any previous job, and to provide reasons, and a description of the sequence of events giving rise to that positive or negative feeling.

FUNDAMENTALS

Individuals are not content with the satisfaction of lower-order needs at work, for example, those associated with minimum salary levels or safe and pleasant working conditions.

Satisfaction and dissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena.

This theory suggests that to improve job attitudes and productivity, administrators must recognize and attend to both sets of characteristics and not assume that an increase in satisfaction leads to an decrease in unpleasurable dissatisfaction.

BASIS OF

THEORY

Satisfaction which is mostly affected by the "motivator factors". Motivation factors help increase the satisfaction but aren't that affective on dissatisfaction.

Dissatisfaction is the results of the "hygiene factors". These factors, if absent or inadequate, cause dissatisfaction, but their presence has little effect on long-term satisfaction.

THEORY DISTINGUISHES BETWEEN

Motivators (e.g. challenging work, recognition, responsibility) which give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth.

Hygiene factors (e.g. status, job security, salary and fringe benefits) which do not give positive satisfaction, although dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.

Application of this Theory

What might the evidence of de-motivated employees be in a business? Low productivity Poor production or service quality Strikes / industrial disputes / breakdowns in employee

communication and relationships Complaints about pay and working conditions

According to Herzberg, management should focus on rearranging work so that motivator factors can take effect. He suggested three ways in which this could be done: Job enlargement Job rotation Job enrichment

TWO FACTOR THEORY , HERZBERG

INCLUDING FACTORSMOTIVATIONAL

FACTORS

Achievement

Recognition

Work Itself

Responsibility

Promotion

Growth

HYGIENE FACTORS

Pay and Benefits

Company Policy and Administration

Relationships with co-workers

Physical Environment

Supervision

Status , Salary

Job Security

ConclusionThe purpose of this study was to determine the relative importance of motivation factors for general job satisfaction and assess the applicability of Herzberg’s Two-Factor theory of Motivation to job satisfaction of logistics officers and soldiers in the Korean Army’s foodservice operations. This study, therefore, was designed to investigate job satisfaction and two different motivation factors for both respondent groups.

For the first and second research questions, significant differences were found between the respondents’ group (rank) and job satisfaction. The higher the rank, the higher job satisfaction. For the third research question, the two respondent groups had the opposite results. The foodservice soldiers regarded hygiene factors as more powerful predictors of their job satisfaction than motivators. In contrast to foodservice soldiers, motivators were considered as the more significant predictors of the logistics officers’ job satisfaction. For the fourth research question, human supervision was the most powerful predictor of job satisfaction for foodservice soldiers and achievement for logistics officers. However, not all hygiene factors were more important than motivators for the foodservice soldiers. Likewise, not all motivators appeared to be more important factors than hygiene factors for logistics officers.