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Frederick Herzberg's motivational theory

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Damian Zieba

on 6 January 2014

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Transcript of Frederick Herzberg's motivational theory

Herzberg's motivational

Herzberg's theory states that there are certain factors in the workplace that cause job satisfaction for the employees (motivators), while a separate set of factors cause dissatisfaction (hygiene factors).
Dissatisfiers (hygiene factors)
Hygiene factors are things that can upset employees in the workplace. They are outside of their control but have a huge influence on the roles of each worker.

Satisfiers (motivators)
There are a number of aspects of any workplace that give employees job satisfaction. The nature of the work itself is very important.
Herzberg felt that if people had their needs satisfied they would be productive employees. His theory showed that managers need to attend to the motivating factors to improve employee performance. They also need to ensure that hygiene factors are met or managed in order to avoid dissatisfaction in the workplace.

Herzberg's research proved that people will strive to achieve "hygiene needs" (maintenance factors) because they they are unhappy without them, but once satisfied the effect soon wears off, meaning that the satisfaction from these types of factors is only temporary.
According to Herzberg's research people are only truly motivated by enabling them to reach for and satisfy the factors that Herzberg identified as real motivators, such as achievement, advancement, development, etc., which represent a far deeper level of meaning and fulfilment for employees.
The job satisfiers deal with the factors involved in doing the job eg. responsibility, whereas the job dissatisfiers deal with the factors which define the job context eg. working conditions.
Examples of Hygiene factors include:
job security
relationship with supervisor
work conditions
company car
Examples of motivators that satisfy people in the workplace and make them happy are:
levels of responsibility
work itself

How this Theory Is used By Businesses

Tesco is a good example of this as it aims to motivate its employees both by paying attention to hygiene factors and by enabling access to motivators. For example, it motivates and empowers its employees by appropriate and timely communication, by delegating responsibility and involving staff in decision making. It holds forums every year in which staff can be part of the discussions on pay rises. This shows recognition of the work Tesco's employees do and rewards them, which makes them feel more valued in the business as a worker.
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