Does Hertzberg Motivation Theory Have Staying Power - Case Study Example

Does Hertzberg motivation theory have staying power? Name Institution Tutor Date Introduction This paper is a critical analysis of the Herzberg motivation theory. The paper seeks to discuss the strengths and weaknesses that are involved with this theory. The paper critically reviews the fundamental principles regarding this theory with open mind while providing necessary suggestions for the strength and the weaknesses. The paper discusses both intrinsic, extrinsic factors, and their adoption by many organizations worldwide in order to achieve their organizational goals. The paper aims at discussing the major motivating factors in any working station. The paper aims at questioning whether the current competitive world depends on motivation, management, and performance according to Herzberg theory or not. Brief background of Fredrick Herzberg Herzberg Fredrick was a clinical psychologist who is one of the greatest thinkers of motivation and management theory. Herzberg was born in April 18, 1923. He undertook his undergraduate studies at City College of New York, followed by graduate degrees at Pittsburg University. Herzberg wrote a motivation book in 1959, which distinguished two main factors that cause dissatisfaction and satisfaction at work places(Herzberg, 1959). Thesis statement According to Herzberg book produced in 1959 about motivation, factors that cause satisfaction are not necessarily the same factors that cause dissatisfaction. Herzberg believes that motivation is both intrinsic and extrinsic. This theory was supported in the 1970’s when behaviorists suggested that human behavior was dynamic and could be stimulated as much by the individual’s internal world as it could by external factors(Wall, 1972). Motivation is a product of the environment and if the environmental factors are favorable, motivation is likely to occur. According to Herzberg, motivation is also intrinsic and several factors must be available in order to stimulate the intrinsic factors in order for motivation of an employee to take place. Strengths of the theory Herzberg two-factor theory involved the hygiene, which are considered, demotivate when not considered and motivators that sustain the effort. Hygiene factors are factors that are essential for motivation at work. However, these factors do not lead to long-term positive satisfaction(Vroom, 1964). If these factors are, absent then employees within an organization experience dissatisfaction. Hygiene factors are mostly intrinsic and are characterized and influenced majorly by the environment. It is for this reason that many organizations must incorporate employee’s satisfaction within the core values and goals of their organization. Herzberg believes that for any organization to experience success the employees must be motivated by the working environment. The hygiene factors, which are dissatisfiers, include the following. Dissatisfies or maintenance factors Most of the employees are always conscious about the payment of their salaries and wages. Herzberg argues that payment must be reasonable and rational to the work done and must be evenly distributed across the working station. Many companies have adopted the use of these policies where most of the payment is rational and evenly distributed. It is also for this reason that most organizations maintain a good security when it comes to payment of its employees. The payment should also be competitive in order to motivate the employees to work harder. The administrative policies are also an extrinsic factor proposed by Herzberg. In order for a company to compete successfully with others then it must create policies that are not too rigid. The policies should be friendly, clear, and fair. Most organizations always incorporate the trade unions when it comes to policy development. Trade unions play a major role in making decisions for the working conditions of their employees(Locke, 1991). Many companies believe in this hypothesis and use it in order to attain their success. Employees will be motivated to work when provided with different benefits. Health allowances and insurance for family members are some of the benefits that encourage motivation of employees. These allowances also create job security for the employees and reduce the probability of job insecurity. The physical working conditions of the work place also play a role in motivating the employees. Employees would be comfortable working in clean, well-ventilatedplace, well secure with well-maintained facilities and equipment. Many organizations have adopted this factor and always ensure proper health and working environment. The health Acts also play a role in enforcing this policy. Interpersonal relationship within an organization is important. Social interaction and relationships are mostly are guided by the communication process. Communication is a vital tool for maintaining a peaceful environment(Mabey, 1998). Herzberg insists that a good communication system builds healthy relationships within the workplaces. Job security is a factor that motivates extrinsically. Employers have always ensured that they provide better terms of employment in order to ensure continued stay of their employees. An employee is likely to work better and produce better results if he/she is aware of the job security. Most employees provide job security through provision of leadership roles and promotions. Motivational factors According to Herzberg, motivational factors yield positive satisfaction. These factors motivate the employees to yield superior performance. They are factors that are inherent to work and are involved in performing the job. These factors are intrinsic in nature and involve the cognitive and psychological state of the mind of an employee. These factors include; According to Herzberg book “motivation to work”, he suggests that recognition of employees for their job well done encourages motivation and performance. Many employees within their companies have adopted this policy by conducting monitoring and evaluation processes where employees are able to win points(JF, 2002). The points are important during promotion since they are considered. Herzberg also believes that there must be a sense of achievement in order for motivation to occur intrinsically. Many managers use this policy while creating and establishing goal achievement measures for their employees. Herzberg argues the goals should be set within the employees reach but should be challenging in order to keep motivation at workplace. The ability of an employee to achieve a goal creates a motivational factor. In his theory, Herzberg believes that growth and promotional opportunities encourage employee participation and performance. The ability to rise from one level of work status to another encourages employees to perform better. Many organizations use this policy in their organizations. Provision of responsibility for employees within an organization is another factor that provides motivation. Herzberg believes that provision of responsibility to an employee creates ownership and caring roles of an employee within the organization. Through leadership, employees are also able to participate in decision-making processes within the organization and this provides them with a sense of ownership, which is important as a motivating factor. Responsibility has also proved to lead to proper accountability of an organization resources. Most of the employers have used this tactic to retain their most influential employees and have been successful. Herzberg also identified the meaningfulness of work as a factor that provided motivation. He suggests that the work should be interesting with breaks to encourage employee motivation. He also suggests that the work should be challenging to create room for critical thinking to encourage growth and development of the employees. Limitations of the two-factor theory The two-factor overlooks some of situational variables. Motivations of employees are likely to occur in the presence or absence of some of these factors. Herzberg has also assumed a direct correlation of satisfaction and productivity. According to this theory, satisfaction of the employee is stressed while the productivity factor has been ignored. The productivity factor is what most employers would encourage. Another weakness of this theory relates to the unreliability and uncertainty. The raters in this theory must make the analysis. The raters can also spoil or interfere with the findings if they analyze the same response in different ways. Herzberg dis not use any comprehensive measure of satisfaction that is used to measure the level of satisfaction, which can be used universally. An employee may find his/her job acceptable despite the fact that he/she may have a negative feeling about the job. The biasness of the two-factor is critical in terms of intrinsic and extrinsic motivational factors. Employees will blame the environmental factors for lack of performance whiles at the same time credit their satisfaction for the performance at work. This is because the theory relies on natural influences and characters of employees within the organization. The theory ignores the blue-collar workers hence creating sharp reactions from many socialists. According to the thesis statement, factors that cause dissatisfaction at work are not necessarily the same with ones that cause satisfaction at work. Herzberg clearly emphasizes that these factors must be present for motivation to take place at work. The intrinsic and extrinsic motivation factors play a vital role in ensuring successful performance of an employee within the organization. Conclusion Although many people criticize the use of this model, it is one of the most important motivational theories used in management and motivation of employees. For effective productivity of employees,the needs of the employees need consideration. Both the external and international working conditions should sponsor effective productivity of an organization. Although the theory neglects the productivity part of the employees, it is still directly correlated and effective when steered towards productivity within an organization. Bibliography Herzberg, F. (1959). Motivation to work. Pittsburgh. JF, M. E. (2002). Moderators of Relationship between work-family conflit and career satisfaction. Academy of Mangement Review, Vol 45 Issue No 2 399-409. Locke, E. (1991). Work Motivation Theories. Behavior and Human Decision Process, Vol 50 Issue No 3 288-299. Mabey, C. (1998). Human Resource Management. Blackwell: Oxford. Vroom, V. (1964). Work and Motivation. New York: Wiley. Wall, T. (1972). overall job satisfaction in relation to social desirability, age, lentgh of employment and social class. British journal of Social and Clinical Psychology, Vol 11 Issue No 1 79-81. Read More