The Theories Presented by Hertzberg - Essay Example

Critical evaluation and discussion of Herzberg (1959) and Alderfer (1972) theories Name Institution CRITICAL EVALUATION AND DISCUSSION OF HERZBERG (1959) AND ALDERFER (1972) THEORIES Need based motivation theories are linked to the understanding that motivation is drawn from a person’s desire to achieve or fulfill a need. Unsatisfied needs seem to motivate human beings more and hence in some cases, lower needs should be satisfied first before satisfying the higher needs. Therefore, motivation is the desire to achieve a goal coupled with opportunity, energy and determination to achieve. Concerning the mentioned, there are three theories, Alderfer’s theory-existence related growth theory, Maslow’s hierarchy of needs theory and Hertzberg (1959) theory. This essay will critically evaluate and discuss Herzberg (1959) and Alderfer (1972) theories. Alderfer theory in relation to Maslow theory highlights how inner fulfillment of needs motivate individuals through life experiences and situation. However, Herzberg’s (1959) in his works adapts a different view of motivation at work known as the Two-Factor theory. Herzberg’s Two- Factor theory is also referred to as Motivator Hygiene Theory. The theory provided motivation theory a new dimension and mainly focused on the motivation at the workplace. According to Herzberg, the hygiene factors functioned in a way that was analogous particularly to the medical field. From his explanation, it is evident that hygiene functioned to eliminate health hazards that existed in man’s environment. Furthermore, the author regarded hygiene as taking on the preventive role instead of curative one. The mentioned can be because people are more sensitive to lack of satisfaction pertaining to lower order needs compared to satisfaction of the same needs. Therefore, it is important for organizations to focus more on lower needs in order to improve employees’ performance (Gupta, 2009, p. 9). Consequently, it is evident that Herzberg’s two-factor theory supports Maslow’s hierarchy of self-actualization. Nonetheless, he adds additional element to his theory that emphasizes motivation particularly in the workplace, which is in form of satisfier. Herzberg points out that motivators or satisfiers can create job enrichment and growth. To some extent it is true that motivators are some of the elements within the workplace that enriches a person’s job. However, the theory was developed from research on not only accountants but also engineers with an aim of determining both the dissatisfying and satisfying factors about their jobs. According to Reisinger (2009, p. 67) factors accounting for job motivation are distinct from those factors accounting for job dissatisfaction. Additionally, Gupta (2009, p. 67) Herzberg points out some factors that contributed to work satisfaction and included work itself, achievements, recognition, advancement, responsibility as well as growth. In his work, Herzberg also identified some of the factors that contribute to dissatisfaction to include possibility of growth, salary in addition to interpersonal relations with superiors, subordinators and peers. Other dissatisfaction factors include supervision, personal life, job security, supervision and working conditions. From this perspective, it can be argued that the strongest satisfying motivators or factors have to be directly linked to an individual’s particular job achievement, work, recognition and results. Nonetheless, there are potential negative factors associated with motivation and they are pay, supervision, company administration and policy, working conditions and interpersonal relations. A case study of ERG theory is whereby a real estate organization hired new finance managers to replace the non-performing ones. The new managers seemed to be satisfied with the existing needs i.e working conditions and salary and after sometime, they got satisfied with the relatedness needs by establishing rapport with the management and the department. However, after a period of three months, the new employees became frustrated. This is because the upper management them to carry out specific tasks without supervision. This made the employees to regress to lower needs and requested for larger offices and new titles. Despite this, it was impossible for the new finance managers to realize their growth needs. Consequently, from the above example, it is evident that motivation is linked to personal growth, i.e. it is based on innate as well as compelling need to grow. Therefore, it can be argued that individuals find it more satisfying when they perform tasks that are challenging and interesting in nature. The feelings make people to perform best or realize their potentiality. Additionally, Mishra (2001, p. 67), the desire to achieve personal potentials makes one to not only see growth but also provides the necessary incentives to attain success. According to Herberg (1959) if a person is operating from a neutral point of view, without positive or negative attitudes towards his/her responsibilities, the satisfaction of the factors that we refer to us satisfiers is likely to increase ones job satisfaction beyond the existing neutral point. Therefore, lack of satisfaction to the mentioned factors will make him to revert to his/her neutral level but not make him/her dissatisfied employee. Moreover, it is important to adapt individual’s interests in order to increase morale, productivity and motivation. This is likely to reduce employees’ alienation and turnover within the organization. Moreover, because of the change in areas of authority and motivational values within the organization, it is important to adapt a variety of human resources practices in order to improve accountability. According to Mishra, (2001, p. 76), Herzberg seems to claim that his theory is likely to provide insight into things that motivate employees to perform well in their jobs while at the same time better off employees do not have the motivation to realize their potentials. Ghosh (2000, p. 65), argues that Maslow’s hierarchy is a good theory. This is because it provides a simple framework for organizing people’s needs. Additionally, it assists people to realize the relative importance of different needs as they plan points and strategies of intervention. Herzberg theory however is based on two distinct sets of needs: hygiene and motivators. Moreover, Herzberg theory is not applicable to individuals under normal circumstances like Maslow’s theory. However, it is applicable to professions such as managers, accounting and engineers. Additionally, one of the key contributions of the Herzberg theory is the impact on organizations and business in form of job enrichment programs. Reisinger (2009, p. 67) argues that in comparing Herzberg theory to Maslow theory, the author argues that self-esteem according to Maslow theory, self esteem as the desire for achievement, for strength, for competence, for adequacy and for strength. Herzberg however defines motivators as sets of responsibility, personal growth, achievement and advancement. According to Maslow hierarchy of needs, there are four stages required to reach self-esteem level. However, in contrast Herzberg highlights one level of motivation and satisfaction that is intrinsic to the job itself. In his works, Herzberg highlights the need/importance for achievement, which is a reflection of the people’s desire to perform. However, the need for power is to be influential in a particular group and control a given environment. A case in illustration is perceiving money as the major motivator within an organization for employees. It is evident that many people have given up their jobs so to venture into self-employment. In this case, the individuals are pursuing their dreams with an aim of achieving something special and the motivation in this case is not money. If it was money, they could up to their well-paying jobs instead of risking on a project that require a lot of personal commitment and effort. Therefore, the main reason why people venture into business is that it is where they attain real motivators- advancement, achievement, responsibility and not money (Woods & West, 2010, p. 18). Furthermore, absence of hygiene factors can contribute to creation of job dissatisfaction; nonetheless, their presence does not create or motivate satisfaction. There are a number of similarities between Alderfer and Herzberg theories. Alderfer focus on determines how the lack of existence needs can result into job dissatisfaction such as money and working conditions. However, Herzberg in his works concluded that hygiene factors such as working conditions and pay could deter dissatisfaction but fail to contribute to an employee’s motivation. Reisinger (2009, p. 89) however, argues that the nature of work in one way or the other is associated with motivation on job. According to Aswathappa (2005, p. 78), it is possible to reduce job dissatisfaction if hygiene factors are added to a job setting. This is because motivators are related to willingness and high satisfaction to work hard; however, the absence of the same does not result to job dissatisfaction. Borkowski (2011, p. 23), motivators are linked to long-term positive effects particularly on job performance. On the other hand, hygienic changes contribute to short-term changes in job performance and attitudes, that fall back to their previous levels faster. Moreover, the growth needs of Alderfer also support Maslow’s definition of self-actualization. However, in contrast to Herzberg and Maslow, Alderfer tried to formulate the hierarchy of needs in three individuals and stages can attain self-actualization by going through various stages of needs. According to Herzberg (1976), distinguishes factors that need to be put into consideration depending on whether job dissatisfaction or job satisfaction is being examined. The mentioned two feelings cannot be separated from one another. The opposite of job dissatisfaction is not job satisfaction (Ogilvie, 2005, p. 67). According to Alderfer (1972), an individual’s set of needs is more of a continuum rather than hierarchical level as pointed out by Maslow theory. Drawing from the Maslow’s argument, if a society is faced with low needs, it is challenging for strategies put in place to address higher needs to be effective. It is essential for individual’s lower needs to be addressed prior to advancing into the next level of needs. However, Herzberg contrasts Maslow’s theory by arguing that it is possible for individuals to move from satisfier or motivator without passing through stages. It has been argued that human beings are motivated particular by unsatisfied needs, and hence it is important to satisfy specific lower needs before higher needs. Therefore, when the lower need is not met, an individual regresses down the hierarchy with an aim of satisfying the unmet need. Consequently, lower level needs in most cases require immediate response hence have high urgency. It is evident that the Maslow theory needs were not meant for work organizations. Alderfer in his theory however attempted to put in place a conceptualization of human needs that could be linked to organizational settings. The ERG theory was mainly developed in response to Maslow’s hierarchy. Lauby (2005, p. 23), points out that compared to five categories of Maslow, the three need categories of Alderfer are clearly defined. Additionally, the ERG theory posits that two different level of needs can contribute to motivation at the same time. Dubrin (2009, p. 18) however argues that Alderfer position is a reflection of frustration-regression reaction. This is whereby an individual is frustrated by the inability to achieve desired goal and hence can attain satisfaction by displacing the initial goal and using his/her personal energy to an already realized goal. Therefore, according to Alderfer theory, if human needs are not satisfied at any given level, the person becomes so frustrated and hence reverts to lower level and starts to pursue the lower level needs once more. Furthermore, it is evident that some of the Alderfer (1973) needs overlapped of Maslow’s need theory. Some of these are the belongingness needs, psychological needs and physiological needs. Hence, it assists in evaluating how people are motivated at work. Accordingly, motivating needs are not only task oriented but also applicable to almost all business positions or managerial leadership positions. In comparing Herzberg and Maslow theory, a number of commodities were identified. For example, the motivator needs corresponded with higher needs of self-actualization and self-esteem. Additionally, the belonging and love needs are partially related to Herzberg’s motivators (Thakur, Burton & Srivastava, 1997, p. 38). In conclusion, the hygienic needs of Herzberg theory such as safety, physiological, belonging and love needs were perceived as potential dissatisfies and not sources of motivation. Lussier (2012, p. 67) in his works however points out that the most basic similarity existing between Herzberg two-factor theory and Maslow hierarchy of needs is that both have the assumption that specific needs energizes ones behavior. However according to Alderfer’s ERG theory it is not true that each need becomes less important once it has been satisfied. Maslow too claims that human need does not become less of importance once it is met. However, as for the Herzberg’s two factor theory, the satisfiers and the dissatisfiers are not opposite of one another but are sensations similar to pleasure and pain. Herzberg emphasized that on a continuum, satisfaction is not opposite of dissatisfaction. Therefore, satisfiers provide a description of individual’s relationship with what he/she does, or to the task being carried out. Dissatisfiers are linked to individual’s relationship with environment or context of job. References Aswathappa, K. (2005). Human resource and personnel management: text and cases. New Delhi, Tata McGraw-Hill. Borkowski, N. (2011). Organizational behavior in health care. Sudbury, Mass, Jones and Bartlett Publishers. Dubrin, A. J. (2009). Essentials of management. Mason, OH, Thomson Business & Economics. Ghosh, B. (2000). Human resources development and management. New Delhi, Vikas Pub. House. Gupta, M. (2009). Principles of management. New Delhi, PHI Learning Pvt. Ltd. Lauby, S. J. (2005). Motivating employees. Alexandria, Va, ASTD Press. Lussier, R. N. (2012). Management fundamentals: concepts, applications, skill development. Mason, Ohio, South-Western. Mishra, M. N. (2001). Organisational behaviour. New Delhi, Vikas Pub. House. Ogilvie, J. R. (2005). 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