Herzberg’s Two Factor Theory

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Introduction

The two-factor theory of motivation also called as the dual-factor theory or motivation-hygiene theory was developed by Frederick Herzberg (Bates and McGrath,2013). He has conducted his research in a thirty-mile radius of Pittsburg, United States of America, where the centre of heavy industries was located at that time (Boerner, 2015). There were over 200 accountants and engineers who participated in this research and they were full-time employees and 100% utilized in plant and the facilities (Schermerhorn, 2009). The research included interviews where he asked what aspects “turn them on” about their job (Schermerhorn, 2009). Herzberg (1959) defined those satisfaction factors as “motivators” and dissatisfaction factors as “hygiene factors”, as illustrated in figure1.0.

 

Figure: 1.0 Contrasting view of Satisfaction and Dissatisfaction. (Judge and Robbins, 2017)

 

Adair (2011) has explained Hygiene factors and motivators as follows;

Hygiene Factors

1. Company policy and administration: accessible to clearly define policies and procedures especially relating to people, appropriateness of the management and organization.

2.    Supervision: technically directed; reachable, competence and fairmindedness of the supervisor.

3.    Interpersonal relations: relationship with supervisors, subordinates and colleagues; quality of social life internally in the work environment.

4.    Salary: total remuneration package, such as wages, salary, pension, company car and other fringe benefits.

5.    Status: position or rank compared to others, symbolized by title, size of office or other tangible elements.

6.    Job security: freedom and secured atmosphere in the job no fear of losing position or losing employment altogether.

7.    Working conditions: the physical conditions in the workplace; the amount of work; facilities available; and environmental aspects, e.g. light, space, tools, ventilation, noise, health and safety measures.

Motivators 

1.    Achievement: specific successes, such as the completion of a job, solutions to problems, evidence and seeing the results of their work.

2.    Recognition: any act of recognition from the management, whether notice or praise, separating recognition and reward from recognition with no reward.

3.    Possibility of growth: changes in the job where the potential for professional growth is increased. Being the successor for the next level.

4.    Advancement: changes that enhance position or status at work. Playing the next level role.

5.    Responsibility: being given real responsibility, matched with the necessary authority to discharge it.

6.    The work itself: the actual job or segments of it, the work pattern and engagement.

The hygiene factors are those where employees seek to avoid particular circumstances, whereas the motivating factors are matched with people's needs to gain self-actualization or self-realization (Boerner, 2015). The factors that determine whether there is dissatisfaction or no dissatisfaction does not belong to the work itself, but rather, they are external factors (Bate et al 2013). Herzberg (1959) emphasized the hygiene factors as "KITA" factors, which KITA is an abbreviation for Kick In The Ass. The negative physical KITAs include critical feedback or right royal rollicking, where negative psychological KITAs include emotional playing and manipulation (Bates and McGrath, 2013). The positive KITAs include incentives, pay raise, bonuses other monetary benefits (Bates and McGrath, 2013). However positive KITAs are not contributed to the motivation, but if they drop from the expected level it will cause demotivation and resentment (Bates and McGrath, 2013).

 

How to apply in the workplace

Offering the Herzberg's motivators and avoiding the problems with the hygiene factors let managers to enhance the overall performance and provide individuals with greater job satisfaction (McGrath, 2015). 

• First, identify what motivates the employees and prioritize them. The motivational factors differ from person to person and their expected weightage (Bates and McGrath, 2013).
• Always review the individual work they do and redistribute the mundane work among the team. After review, avoid any boring and non-value addition work assigned to the same worker (McGrath, 2015).
• The necessary resources, training and right tools are needed to be provided to them to work effectively and efficiently with a pleasant environment to work (McGrath, 2015).
• Always create opportunities for advancement and personal development to internal promotions. Set the realistic and challenging targets and when they achieved recognize them publicly, those can do wonders in morale and productivity (Arneson, 2010).
• Maintain good communication with the staff. Always have the visibility of what’s going inside the team and what issues they are facing (McGrath, 2015).
• The job itself should have a sufficient level of challenge to utilize the full capacity of the employee. Employees who demonstrate higher capacities should increase the level of responsibility and work. If the job has not utilized the full capability of the employee, then it should be assigned to a low skilled employer or the task should be automated. If an employee is fully utilized and fully engaged it would be another motivational factor (Schermerhorn, 2009).

As per the Boerner (2015)  discussed the human needs and their desires have not changed much in the last five decades. So considering above mentioned arguments, it can make more direct implications when it comes to the designing job roles and shaping the workplaces (Arneson, 2010).

With regards to the local industry, many BPO companies always try to minimize employee turnover and boost productivity, but it is an essential factor to motivate the employees and keep them happy.

As per the internal surveys and published job advertisements, following are a few examples of local companies that try to facilitate benefits for their employees to maintain their motivation level high.

• Modern buildings with high health and safety measures with free parking.
• Coffee machines, pool tables, gaming consoles and after-work parties to socialize with coworkers.
• The company shared and hosted daycare centres for the kids of their employees.
• Platinum or gold category of Medical and Insurance schemes.
• Maintain the work-life balance with flexible hours and work from home facilitates.
• Above industry standard salaries, 6-12-month bonuses.
• Annual subscriptions for professional accreditations
• Overseas travelling for training, business class travels and luxurious accommodations.
• Company provide high-grade vehicles or vehicle loans, unlimited fuel allowances.
• Club memberships and entertainment allowances.
• All hands and townhall meetings with executive leadership to discuss the issues.
• Best employee of the month/quarter program and rewards.
• Company-wide appreciations from CEO for employees who performed outstandingly.
• Successor planning/grooming programs.

 Conclusion

Herzberg theory of motivation has been very applicable to modern management styles, where it gives a better understanding of motivating people at the same time how they retain with keeping the anticipated levels of hygiene factors. And these factors will directly impacting to the company productivity, revenue as well as the company image where people lable as a “best place to work”.

Reference

Adair, J., 2011. John Adair's 100 Greatest Ideas for Effective Leadership. 1st ed. Minnesota, United States: Capstone.

Arneson, S., 2010. Bootstrap Leadership. 1st ed. California,United States: Berrett-Koehler Publishers.

Bates, B. and McGrath, J., 2013. The Little Book of Big Management Theories. 1st ed. London, United Kingdom: Pearson.

Boerner, L., 2015. Similarities, Differences and Implications for Modern Management. Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory, 1, 2,3,5.

Herzberg, F., Mausner, B. and Snyderman, B., 1959. The Motivation To Work. 1st ed. New York, United States: Wiley.

Judge, T. and Robbins, S., 2017. Essentials of Organizational Behavior, 14/e. 1st ed. London, United Kingdom: Pearson.

McGrath, J., 2015. The Little Book of Big Decision Models. 1st ed. London, United Kingdom: Pearson.

Schermerhorn Jr, J., 2009. Management. 10th ed. New Jersey, United States: Wiley.