Application of Herzberg's two-factor theory of motivation to job satisfaction in IT sector
Job satisfaction or enjoyment is the degree of positive influence that a worker feels towards the workplace (Munyewende et al., 2014). It may be general satisfaction with the job role and responsibilities or with specific dimensions of the workplace, such as promotions, salary, and relationships with coworkers (Blaauw et al., 2013).
Job satisfaction can be identified as the fulfilment through promotions, recognition, salary, and the achievement of goals (Ausloos and Pekalski, 2007). George and Jones (2008) defined job satisfaction as a collection of positive feelings that employees have towards their job. A productive and successful work environment can be developed by addressing and enhancing the motivational factors that impact employee job satisfaction (Munyewende et al., 2014).
Herzberg's motivation-hygiene two-factor theory
Herzberg's motivation-hygiene two-factor theory (also known as dual-factor theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction (Ruthankoon and Olu Ogunlana, 2003). Herzberg theorized that job satisfaction and job dissatisfaction act independently of each other (Lu et al., 2016).
Figure 1.0: Herzberg's motivation-hygiene theory and dual-factor theory
Source: Bassett-Jones and Lloyd, 2005
Many theories discuss job satisfaction within the context of employee motivation (Kian et al., 2014). The Herzberg two factor theory has been used as a method to identify job satisfaction among workers (Lundberg et al., 2009) According to Herzberg's two-factor theory applied to the organization, two types of motivating factors can be identified. One type is satisfiers or motivators, such as recognition, work advancement, responsibility, achievements, growth and promotional opportunities and meaningfulness of the work.
The second type can be identified as dissatisfiers or hygiene factors, which are the core causes of employee dissatisfaction. Hygiene factors include factors such as supervision, administrative company policies and administrative policies, equal and competitive pay or salary structure, relationships with colleagues, fringe benefits such as health care plans and insurance, physical working conditions and job security (Ausloos and Pekalski, 2007).
Frederick Herzberg used this two-factor theory model to explain how an individual employee at the workplace can be satisfied and dissatisfied at the same time as these two types of factors affect in two separate sequences (Best,2004).
Figure 2.0: Herzberg's Two Factor Theory
Source: Blaauw et al., 2013
Applying Herzberg’s two-factor theory in IT organizations
It is very important to identify any demotivating factors in the organization and permanently eliminate those. This could be a low compensation scheme, poor work relationships, poor workplace conditions, bad organization policies, or a mixture of all these issues. (Herzberg, 2003) Removing the hygiene factors from the organization helps to achieve a ‘neutral’ workspace. Afterwards, the organization management can continue to implement better employee policies that help to motivate the workforce (Timmreck, 2001).
In order to improve job satisfaction, it is required to establish motivating factors in Herzberg's theory after eliminating demotivating factors. (Kacel et al., 2005) Providing career growth opportunities, recognizing employee achievements and contributions, training and development opportunities are some of the actions that can be identified under motivating factors (Kosteas, 2010).
However, depending on different contexts, motivational factors related to employees will vary from one workplace setting to another. Further, what is recognized as a motivator in one organization culture may be a demotivator in another organization culture (Al-Akeel and Jahangir, 2020).
Video 1.0: Herzberg’s two-factor theory
Source: ProjectEpic, 2015
Reference
Ausloos M., Pekalski A. (2007). Model of wealth and goods dynamics in a closed market, 560–568.
Al-Akeel N., Jahangir S. (2020) Relationship between employees’ cultural background and work motivation, 24, 156–163.
Bassett Jones N., Lloyd G. (2005) Does Herzberg's motivation theory have staying power? J. Manag. Dev, 24(10), 929–943.
Best, M. F., & Thurston, N. E. (2004). Measuring nurse job satisfaction. Journal of Nursing
Administration, 34(6), 283–290.
Blaauw D., Ditlopo P., Maseko F., Chirwa M., Mwisongo A., Bidwell P. (2013). Comparing the job satisfaction and intention to leave of different categories of health workers in Tanzania, Malawi, and South Africa. Glob. Health Action, 6(1)
George J., Jones G. (2008) fifth ed. Pearson Education; Upper Saddle River, NJ. Understanding and Managing Organizational Behavior.
Herzberg F. (1966) first ed. World Publishing Company; Cleveland. Work and the Nature of Man.
Herzberg, F. (2003). One more time: How do you motivate employees? Harvard Business Review, 81(1), 86.
Kacel, B., Miller, M., & Norris, D. (2005). Measurement of nurse practitioner job satisfaction in a Midwestern state. Journal of the American Academy of Nurse Practitioners, 17, 27–32.
Kosteas V. (2010) Job satisfaction and promotions, 50(1), 174–194.
Lundberg C., Gudmundson A., Andersson T. (2009) Herzberg's Two-Factor Theory of work motivation tested empirically on seasonal workers in hospitality and tourism. Tourism Manag, 30(6), 890–899.
Lu Y., Hu X., Huang X., Zhuang X., Guo P., Feng L. (2016) Job satisfaction and associated factors among healthcare staff: a cross-sectional study in Guangdong Province, China. BMJ Open, 6(7)
Munyewende P., Rispel L., Chirwa T. (2014) Positive practice environments influence job satisfaction of primary health care clinic nursing managers in two South African provinces. Hum. Resour. Health, 12(1)
Ruthankoon R., Olu Ogunlana S. (2003) Testing Herzberg’s two-factor theory in the Thai construction industry. Eng. Construct. Architect. Manag, 10(5), 333–341.
Timmreck T. (2001) Managing motivation and developing job satisfaction in the health care work environment. Health Care Manag, 20(1), 42–58.
Hi dileep, I agree with your content. Adding to above content, full supply of the hygiene factors is not necessary result in employees job satisfaction. To increase employee performance or productivity the motivation factors must be addressed (Wan et al, 2013).
Thanks for your comment Dineth. It does not take only the motivators to motivate workers neither does it take the hygiene factors to remove dissatisfaction. To motivate and satisfy workers, managers need to effectively blend these factors well to suit the special needs of their employees in the organization (Adair, 2004).
Agreed Dileep. In addition to the above, This theory shows that humans do not make an effort to meet the lower-level needs but prevent them from becoming dissatisfied (Kian, 2013). In order to motivate employees, management must focus on providing high-level requirements. Motivation factors such as recognition, achievement, responsibility, growth, opportunities and promotion make high motivation and high satisfaction further; hygiene factors include salary, Working Conditions, Job Security, personal life, Company policies, and administration create general satisfaction (Kim, 2006). Herzberg says the best way to motivate the employees is to give challenging work to take responsibility (Leach and Westbrook, 2000).
Agreed with you Nirmika. The two-factor motivation theory has since become one of the most commonly used theoretical frameworks in job satisfaction research (Dion, 2006)
Hi Dileep, Agreed on the above contents, The difference between the other with two factors theory is the role of employee expectations. Herzberg believes that there is an inverse association between intrinsic incentives and extrinsic incentives. That is, when intrinsic incentives exist, they tend to Increase incentives, and when external incentives do not exist, they tend to reduce incentives because employees' expectations of external incentives (such as wages, benefits) are predictable, so when they exist, they do not increase incentives But when they don't exist, they can cause dissatisfaction (Owen, 2018).
Thanks for the comment on my blog Lakshan. Further, According to this Herzberg theory employees have to satisfy the needs in order from bottom ones to top ones and therefore can satisfy the top ones when the bottom is unsatisfied. Managers, therefore, need to identify which needs are satisfied and which are unsatisfied so they can know how they should motivate their employees. (Jennifer , 2008)
Many studies have been conducted between motivational factors and hygienic factors. Based on those studies, it has come to light that motivational factors takes lead than the other as motivation always keeps employees occupied and willingness to work (Winer & Schiff, 1980).
Thank you for your comment Amila. According to Herzberg, motivating factors are primarily intrinsic job elements that lead to satisfaction. Hygiene factors are extrinsic elements of the work environment (Manolopoulos, 2008).
Agree with you Dileep. According to Tan (2013), this theory also argued that the Intrinsic and Extrinsic Factors are interdependent. Extrinsic factors will only reduce employees' work unhappiness; they will not bring job satisfaction. On the other hand, a significant supply of the Intrinsic Factor will promote employees' inner growth and development, leading to increased productivity and performance; nevertheless, a lack of this factor will just balance their feelings about their jobs, leaving them neither satisfied nor dissatisfied.
Thank you for your comment. Intrinsic rewards are one of the main factors that influence the motivation of an employee that has subsequent effects amplifying the performance of the employee (Ahmedova, 2015).
Hi Dileep, In addition hygiene factors were identified as factors that prevented job dissatisfaction also the fulfillment of hygiene factors did not make an employee happy or satisfied; it just removed the unhappiness from the work environment. So, if hygiene factors are not satisfied an employee’s efficiency will usually decrease ( Hui-Chin C. and Tsui Y. 2015)
Thank you for your commitment Ganith. Herzberg’s Two-Factor theory was used to assist with investigating and determining the level and impact that hygiene and motivation factors have on job involvement. The results showed that both hygiene and motivation factors did have a positive and significant effect on job involvement when tested separately, with the exceptions of monetary rewards and recognition (Park, 2007).
Agree with you Dileep. The Motivational hygiene model states that employees motivation is achieved when employees are faced with challenging but enjoyable work when one can achieve , grow and demonstrate responsibility and advance in the organization (Kwasi Dartey, 2011).
Yes, Upeksha. Motivation factors help to increase the job satisfaction of an employee. This increases their efficiency and ultimately leads to an increase in organizational effectiveness. These have been identified as rewards that sharpen the drive to satisfy the wants of an employee (Maicibi, N. A., 2003).
Agree with you Dileep. Managers are responsible for creating an environment that allows employees to reach their maximum potential. Failure to create such an environment might raise employee dissatisfaction, leading to reduced performance, lower job satisfaction, and increasing departure from the company (Kovach, 1995).
Hi Indika. Thanks for the commitment. Herzberg’s two-factor theory was the first to demonstrate that satisfaction and dissatisfaction at work arose from different factors and was not simply opposing reactions to the same factors. Even though Herzberg’s concept has been criticized, it is highly credible and well regarded (Moon, M. J., 2000).
Job satisfaction refers to the attitudes and feelings people have about their work. According to Armstrong (2020), job satisfaction is closely linked to that of work engagement. A positive attitude towards work leads to engagement and thus to job satisfaction. However, this is not always true in some government organization.
Armstrong, M. and Taylor, S., 2020. Armstrong's handbook of human resource management practice.
Thanks for your comment. Herzberg`s work has influenced thinking in organizational behavior and management. Its most enduring benefit is its focus on the effects of company systems and job design on employees’ motivation and job satisfaction. Job design refers to how work is structured and how much employees control their work decisions (Ann and Blum, 2020).
very nice blog, Competition as a result of globalisation, information technology and industrialisation has compelled managers worldwide to seek to motivate their employees to get the best out of them and stay competitive, This has led managers to employ techniques to boost and satisfy their employees.(Dartey-Baah ,2011)
Yes, Surangi. There are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. According to Herzberg, the opposite of "Satisfaction” is “No satisfaction” and the opposite of “Dissatisfaction” is “No Dissatisfaction” (Chiang and Birtch, 2010).
Hi Dileep, Well explained. As these factors satisfiers the intrinsic job elements as such recognitions, responsibility, achievements and growth of the employees (Alshmemri, Shahwan-Akl and Maude, 2017),where company policies, job security, physical working conditions and relationships of the employees will fall under the hygiene factors of the Herzberg's two-factor theory (Dartey-Baah and Amoako, 20110).
Agree with your comment. According to La Belle (2005), different individuals have different perceptions of rewards. For instance, some employees consider being recognized by their leader as more rewarding than financial incentives (Bartol and Srivastava, 2002).
Hi Dileep agreeing with your points would liked to highlight what Armstrong explained on Herzberg's two factor model, It was attacked. The research method has been criticized because no attempt was made to measure the relationship between satisfaction and performance. It has been suggested that the two factor nature of the theory is an unavoidable results of the questioning method used by the interviewers. It has also been suggested that wide and unwarranted inferences have been drawn from small and specialized samples and that there is no evidence to suggest that the satisfiers do improve productivity(Arsmtrong,2006)
Hi Manoj. Thank you for adding important points to my blog post. Herzberg believes that such factors are the main driving force of satisfaction and that they help boost the employee to work harder and better, due to the motivation that is brought about. Put simply, motivators are able to increase internal happiness (La Belle, 2005).
Hi Dileep, agreed, Job satisfaction is an important condition for staff retention in most healthcare Organizations. As a concept, job satisfaction is linked to motivation theory. Herzberg's two factor theory of motivation is used in this study to explore what motivational elements are associated with job satisfaction among medical laboratory professionals Kosteas V. (2010)
Hi Ijaz, Yes as you mentioned to The two factors that had significantly positive effects on job satisfaction were recognition and the work itself. Interestingly, achievement had a significantly negative effect on job satisfaction (Ann and Blum, 2020).
Hi Dileep, Very well explained. It has developed the motivator-hygiene theory related to Maslow's hierarchy of needs (Herzberg, 1966). To motivate workers, according to this, managers must focus on changing the intrinsic nature and content of jobs themselves by "enriching" them to increase employees' autonomy and their opportunities to take on additional responsibility, gain recognition, and develop their skills and careers.
Thank you for adding important points. The important consideration for managers is that they must provide rewards to their employees that both come from the organization and from doing the work itself. Rewards need to be balanced to have a maximum effect (George and Jones, 2008).
Hi Eranda, well explain. Employee likes to work in an environment which their need are met, they will perform without any support (Kaur, 2013). Employees dissatisfaction is the main problem that decrease their motivation level therefor, management can improve motivation by giving relevant responsibilities to employees idea that, self-actualized employees deliver maximum work efficacy and creativity (Ozguner and Ozguner, 2014).
Employee motivation Employees in both public and private sectors require motivation from their organizations to perform in the most favourable way in their job role and obtain job satisfaction. Money is one of the main motivational factors while other factors can be identified as rewards, recognition, appreciation, positive company culture, professional development, career development opportunities, flexible work schedules, job security and work environment. (Bender and Heywood, 2006) Well performing employees have been incentivized with monetary compensation, which historically has been the most used and accepted way to motivate and encourage employees to perform better (Pink, 2011). Importance of employee motivation for an organization Workers motivation has consistently been the main problem for company top management. (Feinstein, 2000) Because motivation factors within the company have a direct influence on labour productivity. Employees who are interested in their job r...
Maslow model is developed to explain human motivation and employees' personal development needs (Udechukwu, 2009). Accordingly, this theory is well explained by the Maslow pyramid. Maslow’s theory is very useful for understanding the needs of people at work. Further, the theory explained actions that can be taken to satisfy them. His theory also helps top managers to recognize that deprived needs may negatively affect attitudes and behaviours (Andreassen et al., 2010). Figure 1.0 gives some examples of how top managers can use Maslow’s theory to better meet the needs of their workers. Accordingly, higher-level self-actualization requirements are satisfied entirely by intrinsic rewards. Further, esteem needs are satisfied by both intrinsic and extrinsic rewards. Lower-level requirements are served by extrinsic rewards (Schermerhorn, 2001). Figure1.0: Opportunities for Satisfaction in Maslow’s Hierarchy of Human Needs Source: Schermerhorn...
Hi dileep, I agree with your content. Adding to above content, full supply of the hygiene factors is not necessary result in employees job satisfaction. To increase employee performance or productivity the motivation factors must be addressed (Wan et al, 2013).
ReplyDeleteThanks for your comment Dineth. It does not take only the motivators to motivate workers neither does it take the hygiene factors to remove dissatisfaction. To motivate and satisfy workers, managers need to effectively blend these factors well to suit the special needs of their employees in the organization (Adair, 2004).
DeleteAgreed Dileep. In addition to the above, This theory shows that humans do not make an effort to meet the lower-level needs but prevent them from becoming dissatisfied (Kian, 2013). In order to motivate employees, management must focus on providing high-level requirements. Motivation factors such as recognition, achievement, responsibility, growth, opportunities and promotion make high motivation and high satisfaction further; hygiene factors include salary, Working Conditions, Job Security, personal life, Company policies, and administration create general satisfaction (Kim, 2006). Herzberg says the best way to motivate the employees is to give challenging work to take responsibility (Leach and Westbrook, 2000).
ReplyDeleteAgreed with you Nirmika. The two-factor motivation theory has since become one of the most commonly used theoretical frameworks in job satisfaction research (Dion, 2006)
DeleteHi Dileep, Agreed on the above contents, The difference between the other with two factors theory is the role of employee expectations. Herzberg believes that there is an inverse association between intrinsic incentives and extrinsic incentives. That is, when intrinsic incentives exist, they tend to Increase incentives, and when external incentives do not exist, they tend to reduce incentives because employees' expectations of external incentives (such as wages, benefits) are predictable, so when they exist, they do not increase incentives But when they don't exist, they can cause dissatisfaction (Owen, 2018).
ReplyDeleteThanks for the comment on my blog Lakshan. Further, According to this Herzberg theory employees have to satisfy the needs in order from bottom ones to top ones and therefore can satisfy the top ones when the bottom is unsatisfied. Managers, therefore, need to identify which needs are satisfied and which are unsatisfied so they can know how they should motivate their employees. (Jennifer , 2008)
DeleteMany studies have been conducted between motivational factors and hygienic factors. Based on those studies, it has come to light that motivational factors takes lead than the other as motivation always keeps employees occupied and willingness to work (Winer & Schiff, 1980).
ReplyDeleteThank you for your comment Amila. According to Herzberg, motivating factors are primarily intrinsic job elements that lead to satisfaction. Hygiene factors are extrinsic elements of the work environment (Manolopoulos, 2008).
DeleteAgree with you Dileep. According to Tan (2013), this theory also argued that the Intrinsic and Extrinsic Factors are interdependent. Extrinsic factors will only reduce employees' work unhappiness; they will not bring job satisfaction. On the other hand, a significant supply of the Intrinsic Factor will promote employees' inner growth and development, leading to increased productivity and performance; nevertheless, a lack of this factor will just balance their feelings about their jobs, leaving them neither satisfied nor dissatisfied.
ReplyDeleteThank you for your comment. Intrinsic rewards are one of the main factors that influence the motivation of an employee that has subsequent effects amplifying the performance of the employee (Ahmedova, 2015).
DeleteHi Dileep, In addition hygiene factors were identified as factors that prevented job dissatisfaction also the fulfillment of hygiene factors did not make an employee happy or satisfied; it just removed the unhappiness from the work environment. So, if hygiene factors are not satisfied an employee’s efficiency will usually decrease ( Hui-Chin C. and Tsui Y. 2015)
ReplyDeleteThank you for your commitment Ganith. Herzberg’s Two-Factor theory was used to assist with investigating and determining the level and impact that hygiene and motivation factors have on job involvement. The results showed that both hygiene and motivation factors did have a positive and significant effect on job involvement when tested separately, with the exceptions of monetary rewards and recognition (Park, 2007).
DeleteAgree with you Dileep. The Motivational hygiene model states that employees motivation is achieved when employees are faced with challenging but enjoyable work when one can achieve , grow and demonstrate responsibility and advance in the organization (Kwasi Dartey, 2011).
ReplyDeleteYes, Upeksha. Motivation factors help to increase the job satisfaction of an employee. This increases their efficiency and ultimately leads to an increase in organizational effectiveness. These have been identified as rewards that sharpen the drive to satisfy the wants of an employee (Maicibi, N. A., 2003).
DeleteAgree with you Dileep. Managers are responsible for creating an environment that allows employees to reach their maximum potential. Failure to create such an environment might raise employee dissatisfaction, leading to reduced performance, lower job satisfaction, and increasing departure from the company (Kovach, 1995).
ReplyDeleteHi Indika. Thanks for the commitment. Herzberg’s two-factor theory was the first to demonstrate that satisfaction and dissatisfaction at work arose from different factors and was not simply opposing reactions to the same factors. Even though Herzberg’s concept has been criticized, it is highly credible and well regarded (Moon, M. J., 2000).
Delete
ReplyDeleteJob satisfaction refers to the attitudes and feelings people have about their work. According to Armstrong (2020), job satisfaction is closely linked to that of work engagement. A positive attitude towards work leads to engagement and thus to job satisfaction. However, this is not always true in some government organization.
Armstrong, M. and Taylor, S., 2020. Armstrong's handbook of human resource management practice.
Thanks for your comment. Herzberg`s work has influenced thinking in organizational behavior and management. Its most enduring benefit is its focus on the effects of company systems and job design on employees’ motivation and job satisfaction. Job design refers to how work is structured and how much employees control their work decisions (Ann and Blum, 2020).
Deletevery nice blog, Competition as a result of globalisation, information technology and industrialisation has compelled managers worldwide to seek to motivate their employees to get the best out of them and stay competitive, This has led managers to employ techniques to boost and satisfy their employees.(Dartey-Baah ,2011)
ReplyDeleteYes, Surangi. There are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. According to Herzberg, the opposite of "Satisfaction” is “No satisfaction” and the opposite of “Dissatisfaction” is “No Dissatisfaction” (Chiang and Birtch, 2010).
DeleteHi Dileep, Well explained. As these factors satisfiers the intrinsic job elements as such recognitions, responsibility, achievements and growth of the employees (Alshmemri, Shahwan-Akl and Maude, 2017),where company policies, job security, physical working conditions and relationships of the employees will fall under the hygiene factors of the Herzberg's two-factor theory (Dartey-Baah and Amoako, 20110).
ReplyDeleteAgree with your comment. According to La Belle (2005), different individuals have different perceptions of rewards. For instance, some employees consider being recognized by their leader as more rewarding than financial incentives (Bartol and Srivastava, 2002).
DeleteHi Dileep agreeing with your points would liked to highlight what Armstrong explained on Herzberg's two factor model, It was attacked. The research method has been criticized because no attempt was made to measure the relationship between satisfaction and performance. It has been suggested that the two factor nature of the theory is an unavoidable results of the questioning method used by the interviewers. It has also been suggested that wide and unwarranted inferences have been drawn from small and specialized samples and that there is no evidence to suggest that the satisfiers do improve productivity(Arsmtrong,2006)
ReplyDelete
DeleteHi Manoj. Thank you for adding important points to my blog post. Herzberg believes that such factors are the main driving force of satisfaction and that they help boost the employee to work harder and better, due to the motivation that is brought about. Put simply, motivators are able to increase internal
happiness (La Belle, 2005).
Hi Dileep, agreed, Job satisfaction is an important condition for staff retention in most healthcare Organizations. As a concept, job satisfaction is linked to motivation theory. Herzberg's two factor theory of motivation is used in this study to explore what motivational elements are associated with job satisfaction among medical laboratory professionals Kosteas V. (2010)
ReplyDeleteHi Ijaz, Yes as you mentioned to The two factors that had significantly positive effects on job satisfaction were recognition and the work itself. Interestingly, achievement had a significantly negative effect on job satisfaction (Ann and Blum, 2020).
DeleteHi Dileep, Very well explained. It has developed the motivator-hygiene theory related to Maslow's hierarchy of needs (Herzberg, 1966). To motivate workers, according to this, managers must focus on changing the intrinsic nature and content of jobs themselves by "enriching" them to increase employees' autonomy and their opportunities to take on additional responsibility, gain recognition, and develop their skills and careers.
ReplyDeleteThank you for adding important points. The important consideration for managers is that they must provide rewards to their employees that both come from the organization and from doing the work itself. Rewards need to be balanced to have a maximum effect (George and Jones, 2008).
DeleteHi Eranda, well explain. Employee likes to work in an environment which their need are met, they will perform without any support (Kaur, 2013). Employees dissatisfaction is the main problem that decrease their motivation level therefor, management can improve motivation by giving relevant responsibilities to employees idea that, self-actualized employees deliver maximum work efficacy and creativity (Ozguner and Ozguner, 2014).
ReplyDelete