Herzberg's two-factor theory

 

In 1959, Herzberg, Mausner and Snyderman published the two-factor model of work motivation and developed the motivation-hygiene theory, which was influenced by Maslow’s hierarchy of needs (Jones, 2011). Herzberg created a two-dimensional paradigm of factors influencing people’s attitudes towards work. Initially Herzberg and his colleagues developed a hypothesis that satisfaction and dissatisfaction with a job were affected by two different sets of factors and thus satisfaction and dissatisfaction could not be reliably measured on the same continuum (Herzberg et al., 1959; Stello, 2011). Studies on job satisfaction were conducted to decide which factors in an employee’s work environment caused satisfaction or dissatisfaction.
Herzberg et al. (1959) laid the groundwork for the two-factor theory. Herzberg et al. (1959) assert that motivation and hygiene factors influence job satisfaction and performance. Motivational factors are referred to as satisfiers, whereas hygiene factors are referred to as dissatisfiers. Satisfiers and dissatisfiers are mutually exclusive and have varying effects on workplace motivation. Employees are motivated to work harder and are more satisfied with their jobs when they are satisfied. Dissatisfiers do not cause job satisfaction, their absence results in dissatisfaction. Soliman (1970) further developed Herzberg et al. (1959) theory. He distinguished satisfiers from dissatisfiers as higher-order needs and dissatisfiers from lower-order needs. Zhang & Dran (2000) discovered evidence in website design supporting the two-factor theory. According to the two-factor theory, satisfiers and dissatisfiers each contain a distinct set of factors (Herzberg et al., 1959; Soliman, 1970; Zhang & Dran, 2000). This assumption of the two-factor theory prompted researchers to conduct a thorough examination of online reviews from websites to identify a distinct set of factors contributing to consumer satisfaction and dissatisfaction (Levy et al., 2012; Li et al., 2013).

Video 1: Maslow's Hierarchy of Needs in the Workplace

Source: (Organizational Communication Channel, 2016)

The traditional Herzberg approach represented both job satisfaction and dissatisfaction on the same continuum, but at opposite ends. Later on, satisfaction and dissatisfaction were separated into different sets of categories, each accompanied by distinct set factors. Hygiene factors decreased dissatisfaction, whereas it was the motivators that increased satisfaction. Hence, the updated two-factor theory that claimed satisfaction and dissatisfaction to be determined by different set of factors was reinforced (Brenner, Carmack, & Weinstein, 1971). It must be noted that Herzberg’s theory of motivation derived inspiration from Maslow’s hierarchy of needs (Dartey-Baah & Amoako, 2011). Hygiene factors, fulfilled “the need to avoid unpleasantness” while the motivation factors met “the need of the individual for self-growth and selfactualization” (Alshmemri, Maude, & Phillip, 2017).

Maliban Biscuit Manufactories (pvt) Ltd, a renowned FMCG firm in Sri Lanka, prioritizes employee happiness with its facilities. Most facilities are focused on promoting recognition, status, personal worth, and self-realization, and organizations always prioritize employment environment variables such as policies and working conditions in order to prevent unhappiness. During COVID 19, the company took every care to protect our employees and their families. We also pushed personnel to have a cheerful attitude in high-pressure situations.

Reference

Armstrong, M. & Taylor, S. 2014. Armstrong’s Handbook of Human Resource Man-agement Practice. 13th ed. Ashford Colour press Ltd. London.

Armstrong, M (2006). A handbook of human resource management practice, 10th edn, Kogan Page, Ltd

Adair, John. (2006). Part 2. Maslow and Herzberg, Chapter 6. Herzberg’s motivationhygiene theory. Leadership and motivation. London and Philadelphia: Kogan Page

Alshmemri,M & Maude,P.(2017) Herzberg’s Two-Factor Theory. Life Sci J 2017;14(5):12-16]. ISSN: 1097-8135 (Print)

Ousaf,S.(2020) Dissection of Herzberg’s Two-Factor Theory to Predict Job Satisfaction. The Lahore Journal of Business, 8 : 2 (Spring 2020): pp. 85–128

Ramlall, S. (2004). A review of employee motivation theories and their implications for employee retention within organizations. Journal of American academy of business, 5(1/2), 52-63

The practice of Motivation Theories in FMCG Industry

 

Maslow’s hierarchy of needs

Another well-known theorist from the behavioral era of management history, psychologist Abraham Maslow, proposed a theory of motivation based on universal human needs. Maslow believed that each individual has a hierarchy of needs, consisting of physiological, safety, social, esteem, and self-actualization needs. According to Maslow’s hierarchy of needs, the most basic human needs are physiological needs, that is, the needs for food, shelter, and clothing. In large part, it is the physiological needs that motivate a person to find a job. People need to earn money to provide food, shelter, and clothing for themselves and their families. Once people have met these basic needs, they reach the second level in Maslow’s hierarchy, which is safety needs. People need to feel secure, to be protected from physical harm, and to avoid the unexpected. In work terms, they need job security and protection from work hazards Physiological needs and safety are physical needs. Once these are satisfied, individuals focus on needs that involve relationships with other people. At Maslow’s third level are social needs, or needs for belonging (acceptance by others) and for giving and receiving friendship and love. Informal social groups on and off the job help people satisfy these needs. At the fourth level in Maslow’s hierarchy are esteem needs, which are needs for the respect of others and for a sense of accomplishment and achievement. Satisfaction of these needs is reflected in feelings of self-worth. Praise and recognition from managers and others in the firm contribute to the sense of self-worth. Finally, at the highest level in Maslow’s hierarchy are self-actualization needs, or needs for fulfillment, for living up to one’s potential, and for using one’s abilities to the utmost. In order to give you a better understanding of how Maslow’s hierarchy applies in the real business world, let’s look at a detailed example about Wegmans supermarkets. When you think of your first-choice job, you probably aren’t thinking about working in a supermarket. With grueling hours, low pay, and annual turnover often approaching 100 percent, supermarkets are generally not considered the best places to work—unless you work at Wegmans, which has been on Fortune’s “Best Company to Work For” every year since the list started, earning Wegmans a spot on Fortune’s “Great Place to Work Legends” list.

Maslow is considered one of the most prominent behavioral scientist and writers in the area of human motivation (Iguisi, 2009, p.142). Maslow originally proposed the “Maslow‟s Hierarchy Need Theory”, which has been adopted in almost every human pursuit, from marketing product to rehabilitating prison inmates (Aworemi et al., 2011, p.228). Maslow identified five classifications of needs which act as motivators. These needs start with physical needs the most basic, followed by safety, belonging, esteem and self-actualization needs. This theory can easily be explained in three assumptions (Bloisi et al., 2007, p.199; Berl & Williamson, 1987, p.54).

Video1.0:Motivation at work according to Maslow (1943)

As a leading FMCG Company in sri lanaka Maliban Biscuit Manufactories (pvt)ltd ,providing following facilities to the employees.

Company Medical Room, AmbSri lanaka Maliban Biscuit Manufactories (Pvt) Ltd, providing, Employee Counseling, Working Atmosphere and Condition of the Employment, Employee Safety, Employee Welfare, Vehicle allowance  and Fuel Allowance for Assistant Manager and above category, Production incentive  &  Sales Incentive, Attendance incentive, Encashment of the shift continuation , Statutory payments ,lunch allowance, Bonus, Training-Local & Foreign, Tours-Local & Foreign.

Based on the Physiological, Safety, Social, Self-Actualization Needs company always trying to do these facilities.

Reference

Armstrong, M. & Taylor, S. 2014. Armstrong’s Handbook of Human Resource Man-agement Practice. 13th ed. Ashford Colour press Ltd. London.

Armstrong, M (2006). A handbook of human resource management practice, 10th edn, Kogan Page, Ltd.

Abbah, M.T. (2014). Employee Motivation: The Key to Effective Organizational Management in Nigeria. Journal of Business and Management. Volume 16, Issue 4.

Gitman,j.Mcdaniel,c.,Shah,A.,Reece,M.,and Koffel,L.,Talsma,B.,Hyatt,.j(2018) Introduction to 

Business. Texas, OpenStax.

Motivation at work according to Maslow.Video. https://www.bing.com/videos/search?q=Maslow%27s+Hierarchy+of+Needs+in+the+Workplace&&view=detail&mid=C6082A7C062494319C70C6082A7C062494319C70&&FORM=VRDGAR&ru=%2Fvideos%2Fsearch%3Fq%3DMaslow%2527s%2BHierarchy%2Bof%2BNeeds%2Bin%2Bthe%2BWorkplace%26FORM%3DHDRSC4

Northouse, Peter Guy,(2019) Leadership : theory and practice. Singapore, SAGE Publications, Inc

VARMA, D., 2017. IMPORTANCE OF EMPLOYEE MOTIVATION & JOB SATISFACTION FOR ORGANIZATIONAL PERFORMANCE. International Journal of Social Science & Interdisciplinary Research.

Motivation Theories

Types Of Motivator

Figure 1.0: Types Of Motivator

 (Source: Kumar & Herger, 2019)

Intrinsic motivation

Intrinsic motivation occurs when people believe their work is meaningful, fascinating, and difficult, and that it offers them with a reasonable amount of autonomy (the ability to act), opportunities to accomplish and advance, and opportunities to use and develop skills and abilities.

Deci and Ryan (1985) suggested that intrinsic motivation is based on the need to be competent and self-determining (that is, to have a choice). Michael Sandel (2012: 122) remarked that: ‘When people are engaged in an activity they consider intrinsically worthwhile, offering money may weaken their motivation by “crowding out” their intrinsic interest or commitment’

Intrinsic motivation can be enhanced by job design. Katz (1964) suggested that jobs should in themselves provide sufficient variety, complexity, challenge and skill to engage the abilities of the worker. Hackman and Oldham (1974) in their job characteristics model identified the five core characteristics of jobs that result in intrinsic motivation, namely: skill variety, task identity, task significance, autonomy and feedback. Pink (2009) stated that there are three steps that managers can take to improve motivation.

Extrinsic motivation

When things are done to or for people in order to motivate them, this is known as extrinsic motivation. These include incentives, higher compensation, praise, or promotion, as well as disciplinary action, pay withholding, or criticism as punishments. Extrinsic motivators can have a dramatic and immediate effect, but they do not always sustain. Intrinsic motivators, which are concerned with 'quality of working life' (a phrase and movement that arose from this concept), are more likely to have a longer-term impact since they are inherent in people and their job – rather than imposed from the outside in the form of incentive pay.

Motivation Theories

Maslow’s hierarchy of needs

The way Maslow's theory is explained, according to Smith & Cronje (1992), is based on the notion that people aspire to achieve more in life, and their demands are prioritized according to their importance (illustrated in figure 1.0). Content theories of job satisfaction are based on Maslow's hierarchy of wants and revolve around employees' requirements and the variables that provide them with a reasonable level of fulfillment (Saif et al., 2012). Maslow developed a five-stage theory based on human beings' basic physical, biological, social, and psychological requirements. The theory divides individual needs into categories and prioritizes their fulfillment. (Jerome 2013).

Figure 2.0: Maslow’s hierarchy of needs

(Source: Simply Psychology)

How can you apply this motivation theory to management?

Physiological Needs –Regular pay, a secure working atmosphere, lunch breaks, and coffee/tea machines are all advantages.

Safety Needs – Retirement plans, sick days, health and wellness initiatives, insurance policies, and job security are all important considerations.

Social Needs – Encourage employee communication through teamwork, group initiatives, and social gatherings.

Self-esteem Needs –. Employee appreciation and worth are rewarded. Recognize them with feedback and appraisal programs.

Self-actualization Needs –. Work that is challenging, promotions, and training programs that will help them grow their careers and improve their talents.

Herzberg’s two-factor model

Herzberg's (1957, 1966) two-factor model of motivation was based on a study of the sources of job satisfaction and discontent among accountants and engineers who were asked what made them feel particularly good or awful about their professions. 'Motivating Factors,' according to Herzberg (1987), are those that influence job satisfaction, whereas 'Dissatisfying Factors,' according to Herzberg (1987). Factors in Hygiene.

The motivation/hygiene theory of Frederick Herzberg posits that a single set of factors, motivators, is responsible for high levels of job satisfaction and motivation. Workplace cleanliness issues, on the other hand, might lead to unhappiness.

Figure 3.0: Herzberg’s Hygiene and Motivational Factors

(Source:EPM 2018)

Four unique combinations could operate in work

I. 1.High cleanliness and high inspiration: this is the ideal situation. Staff are highly motivated   and have hardly any complaints. 

II. High cleanliness and low inspiration: the members have scarcely any complaints, but the          are not so motivated, they see their work as a search.

III. .Low cleanliness and high inspiration: the delegates roused, their behavior is being checked, even though they have complaints about pay or working conditions.

IV. .Poor cleanliness and unfortunate inspiration: this is the most horrible possible situation, staff are unconvinced and have many demonstrations.

Video 1.0 :The Correlation between herzberg’s  two-factor theory and maslow’s hierarachy of needs theory reviewal.

Reference

Armstrong, M. & Taylor, S. 2014. Armstrong’s Handbook of Human Resource Man-agement Practice. 13th ed. Ashford Colour press Ltd. London.

Armstrong, M (2006). A handbook of human resource management practice, 10th

edn, Kogan Page, Ltd.

Kaur, A. (2013) Maslow’s Need Hierarchy Theory: Applications and Criticisms. Global Journal of Management and Business Studies.

Northouse, Peter Guy,(2019) Leadership : theory and practice. Singapore, SAGE Publications, Inc.

Opatha, H.H.D.N.P. (2010). Human resource management. Colombo: Author published.

Society of Human Resource Management , 2008. SHRM foundation. [Online] Available at: https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/documents/retaining-talent.pdf [Accessed 16 April 2022].

The Correlation between herzberg’s  two-factor theory and maslow’s hierarachy of needs theory reviewal.Video. https://www.bing.com/videos/search?q=herzberg%e2%80%99s+two-factor+model+

VARMA, D., 2017. IMPORTANCE OF EMPLOYEE MOTIVATION & JOB SATISFACTION FOR ORGANIZATIONAL PERFORMANCE. International Journal of Social Science & Interdisciplinary Research_,

Walker, J. (2009) Human Resource Planning. New York: McGraw-Hill Book Co., P95.

Employee Motivation in the FMCG Industry

 

Introduction