Frederick herzberg motivators

Read Edit View history. Tools Tools. Download as PDF Printable version. In other projects. Wikiquote Wikidata item. American psychologist. Lynn, MassachusettsU. Shirley Bedell. Personal life [ edit ]. Research [ edit ]. Motivator-Hygiene Theory [ edit ]. Main article: Two-factor theory. See also [ edit ]. References [ edit ]. Deseret News. January 22, It was developed by psychologist Frederick Herzberg.

Feelings, attitudes and their connection with industrial mental health are related to Abraham Maslow 's theory of motivation. His findings have had a considerable theoretical, as frederick herzberg motivators as a practical, influence on attitudes toward administration. Rather, individuals look for the gratification of higher-level psychological needs having to do with achievement, recognition, responsibility, advancement, and the nature of the work itself.

This appears to parallel Maslow's theory of a need hierarchy. However, Herzberg added a new dimension to this theory by proposing a two-factor model of motivation, based on the notion that the presence of one set of job characteristics or incentives leads to worker satisfaction at work, while another and separate set of job characteristics leads to dissatisfaction at work.

Thus, 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 productivityadministrators must recognize and attend to both sets of characteristics and not assume that an increase in satisfaction leads to decrease in dissatisfaction.

The two-factor theory developed from data collected by Herzberg from interviews with engineers and accountants in the Pittsburgh area, chosen because of their professions' growing importance in the business world. Regarding the collection process:. Briefly, we asked our respondents to describe periods in their lives when they were exceedingly happy and unhappy with their jobs.

Each respondent gave as many "sequences of events" as he could that met certain criteria— including a marked change in feeling, a beginning, and an end, and contained some substantive description other than feelings and interpretations The proposed hypothesis appears verified. The factors on the right that led to satisfaction achievement, intrinsic interest in the work, responsibility, and advancement are mostly unipolar; that is, they contribute very little to job dissatisfaction.

Frederick herzberg motivators

Conversely, the dis-satisfiers company policy and administrative practices, supervision, interpersonal relationships, working conditions, and salary contribute very little to job satisfaction. From analyzing these fredericks herzberg motivators, he found that job characteristics related to what an individual does — that is, to the nature of the work one performs — apparently have the capacity to gratify such needs as achievement, competency, status, personal worth, and self-realization, thus making him happy and satisfied.

However, the absence of such gratifying job characteristics fredericks herzberg motivators not appear to lead to unhappiness and dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company policies, supervision, technical problems, salary, interpersonal relations on the job, and working conditions.

Thus, if management wishes to increase satisfaction on the job, it should be concerned with the nature of the work itself — the opportunities it presents for gaining status, assuming responsibility, and for achieving self-realization. If, on the other hand, management wishes to reduce dissatisfaction, then it must focus on the workplace environment — policies, procedures, supervision, and working conditions.

According to Herzberg, the absence of hygiene factors causes dissatisfaction among employees in the workplace. However, their presence does not ensure satisfaction entirely. There are several ways that this can be done but some of the most important ways to decrease dissatisfaction would be to pay reasonable wages, ensure employees job security, and to create a positive culture in the workplace.

Herzberg considered the following hygiene factors from highest to lowest importance: company policy, supervision, employee's relationship with their boss, work conditions, salary, and relationships with peers. Pay: The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain.

Company Policies and administrative policies: The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc. Fringe benefits: The employees should be offered health care plans mediclaimbenefits for the family members, employee help programmes, etc. Physical Working conditions: The working conditions should be safe, clean and hygienic.

The work equipments should be updated and well-maintained. Interpersonal relations: The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present. Motivational factors- According to Herzberg, the hygiene factors cannot be regarded as motivators.

The motivational factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a superior performance. Fortunately, many researchers have extensively studied human motivation to try and understand what drives humans to work. These two factors are both critical to motivation: motivators encourage job satisfaction and hygiene factors prevent job dissatisfaction.

His theory explored the needs that human have, particularly growth and connection with others. Herzberg conducted his studies at the same time as Maslow, and built on his theory to address motivation in the workplace. Herzberg focused on the attitudes of workers and job satisfaction Figure 2. He made some interesting discoveries, including the lack of linear relationship between intrinsic and extrinsic needs.

His most dramatic discovery, however, was that the result of his studies was reliant on what the researcher was looking for. He then changed his factors to discover both the satisfiers and the dissatisfiers in the workplace. An individual will not suddenly become satisfied with their job if you suddenly change the environment or remove what is bothering them.

Similarly, an individual will not be suddenly satisfied with their job if you make the work more enriching Figure 3. As stated above, hygiene factors do not contribute to workplace satisfaction but must be present in order to prevent workplace dissatisfaction. Hygiene factors are closely related to extrinsic needs:.