BA 544 CTC Two Factor Theory Motivation Hygiene Theory Discussion

544 replies
Karlie-Herzberg’s Motivation-Hygiene
Theory, also known as Two-Factor
Theory, helps to explain the factors that influence job satisfaction and
dissatisfaction. There are two types of factors according to this theory,
Motivation and Hygiene. Motivation factors are intrinsic motivators that relate
to a person’s inner feelings towards their work, while Hygiene factors are
extrinsic motivators that meet the tangible needs of the employee. Job
dissatisfaction is influenced by hygiene factors, including working conditions,
employee relations, company policies, supervisor relationship, and salary
(Lumen, 2022). Job satisfaction is influenced by motivation factors, including
achievement, recognition, responsibility, challenging work, advancement
opportunities, and personal growth (Lumen, 2022). Employees need benefits
from their employers to be able to care for themselves and their families in both
a physical and emotional way. Popular employee benefits include
medical/dental/vision insurance, retirement savings plans, Employee Assistance
Programs, life insurance, pet insurance, work-from-home flexibility, catered
lunches, paid professional development, tuition reimbursement, and many
others. According to the Two-Factor Theory, job satisfaction will increase with
internal rewards such as feeling safe and secure, which benefits such as life
insurance and health insurance for one’s dependents can provide. Without these
benefits to care for one’s family, an employee is likely to be stressed and
worried about being able to care for those that matter the most. Job
dissatisfaction is then decreased with benefits such as tuition reimbursement,
EAPs that provide free therapy and discounted legal/financial visits, and 401k
matching that directly provide monetary incentives to the employee, as well as
tangible services that can directly benefit the employee in a physical way.
Lumen. (2022). Herzberg’s Two-Factor Theory. Lumen. Retrieved March 23,
2022,
from https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-twofactor-theory/
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Nolan-Week 2
Discussion
Reading about the two factor theory, I thought it was a bit similar to Maslow’s
Hierarchy of Needs. The model is meant to measure satisfaction and job
dissatisfaction. “The two-factor theory argues that job satisfaction and
dissatisfaction exist on two different continua, each with its own set of factors.
This runs contrary to the traditional view of job satisfaction, which posits that
job satisfaction and dissatisfaction are interdependent” (Nickerson, 2021). The
interesting thing regarding this theory is the limited research regarding it but
how it has been adopted by jobs and industries throughout the world. “For
managers, the theory presents as a belief that increasing factors that improve
satisfaction do not automatically mean a reduction in levels of dissatisfaction”
(HR Zone, 2014).
The concept makes sense but the interesting thing to me is the different factors
that are needed to see different levels of job satisfaction or levels of job
dissatisfaction. I do think that you can find different benefits of each job that
can increase or decrease levels of job satisfaction.
References:
Nickerson, C. (2021, October 9). Herzberg’s motivation two-factor theory.
Herzberg’s Motivation Theory (Two-Factor Theory) – Simply Psychology.
Retrieved March 23, 2022, from https://www.simplypsychology.org/herzbergstwo-factor-theory.html
What is Two-factor theory? HRZone. (2014, December 4). Retrieved March 23,
2022, from https://www.hrzone.com/hr-glossary/what-is-two-factor-theory
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Hailee-Several suggestions, according to Herzberg, can help you improve your job
happiness. Self-motivation is the first and most crucial, in my opinion, because it has the
most ability to drastically affect and enhance the workforce. People will continue to
desire to work if they appreciate what they do. Aside from self-motivation, another key
factor to examine is the influence of money in employee motivation. Employees like to
feel appreciated at work, and nothing encourages them more than a raise in pay.
Several factors, including but not limited to age, country, and employment level, are
thought to impact one’s desire for money.
In general, research has shown a link between job satisfaction and overall working
conditions, interpersonal connections, personal growth, achievement, business and
administrative policy, empowerment, occupational stress, and income. It has been
demonstrated that increasing job satisfaction leads to an increase in a worker’s total
productivity. An alternate method of characterizing job satisfaction, according to
Herzberg (2005), is a state of emotions in which an employee observes a variety of
elements of the work or work environment he/she is in. Taking this concept into
account, work satisfaction has a significant impact on people’s lives. Job satisfaction
has a significant impact on one’s social life, mental health, and physical health. Job
satisfaction is linked to life contentment in general. This is the benefit and is explained
by the fact that individuals who are really happy in their employment will have more
satisfaction and, as a result, happiness in their lives. The inverse is true: individuals who
are dissatisfied with their work will not be content with their lives, and so will not be
happy. Unhappiness with one’s employment adds to concerns including complaints,
labor unrest, and absenteeism. Employees that are satisfied will contribute more to the
company’s total output.
Employees have a high chance of staying in the same work for a long time. Unsatisfied
personnel, on the other hand, will not contribute significantly. Because they are
dissatisfied, the likelihood of them departing their occupations is high. Furthermore,
pleased personnel provide better services to their clients, resulting in an increase in
consumer satisfaction. An employee’s job happiness is strongly tied to his or her good
contribution and attitude (Herzberg, 2005).
References
Herzberg, F. (2005). Motivation-hygiene theory. J. Miner, Organizational Behavior I:
Essential Theories of Motivation and Leadership, 61-74.
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Brittany-If we take Herzberg’s two dimensions of employee satisfaction that it depends
on two sets of parameters the hygiene issues which would be the areas in the company like
your salary, your company overall’s policies, the supervision and working conditions all give
rise to what can be considered a motivator and increase production. From the little things like
recognition and more opportunities for advancement by rewarding loyalty and performance
companies can help eliminate the hygiene issues that can cause dissatisfaction from the
employee, which in turn can lead to counterproductive behaviors. With this theory
implemented those who take the time to create the proper engaging environment for their
employees are more then likely to have a higher production rate then another company who
does not use this two-factor theory approach. In my research I found that there are mainly four
factors that motivate us as employees and they are the money and salary paid, the working
conditions, the environment in which the company is located as well as the recognition by the
company and the company polices (Chiat, 2019). I have personally seen that people have a
sense in pride in their work when they are publicly recognized for going above and beyond
their responsibilities. And those who are not motivated to work well in the company tend to
just phone it in and demonstrate counterproductive behaviors that can harm the company if
left to keep growing. But overall, I believe this helps to break down the benefits for acting
with citizenship behaviors and having pride in what you do and how those behaviors can lead
to better paths then always being negative about how things are, no one wants to work with
the Debbie Downer coworker.
Reference:
Chiat, L. C., & Panatik, S. A. (2019). Perceptions of employee turnover intention by
herzberg’s Motivation-Hygiene theory: A systematic literature review. Journal of
Research in Psychology, 1(2), 10–15. https://doi.org/10.31580/jrp.v1i2.949

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