Herzberg's meaningful theories of motivation. Herzberg's theory of motivation

The buildings 26.09.2019

The buildings

Herzberg's theory of motivation

The two-factor theory of job satisfaction. (Herzberg's theory). Frederick Herzberg continued Maslow's work and created a model for maintaining the level of motivation - a specific content theory of motivation. labor activity. In 1950, he developed a two-factor theory of motivation to clarify the grounds for job satisfaction or dissatisfaction, as well as the reasons for increasing and decreasing labor productivity.

He suggested that: firstly, job satisfaction and dissatisfaction are two independent dimensions that can be depicted on two different scales, and secondly, there are a number of "factors" (conditions / incentives of the organization) that affect the field "job satisfaction - no job satisfaction" motivators, and a number of other factors affecting the field "no job dissatisfaction - job dissatisfaction" ( hygiene factors).

The most significant motivators are, in particular, success, recognition, interesting work content, opportunities for professional growth, official position, responsibility.

The most significant hygiene factors are: remuneration, social connections, working conditions, labor safety, family life, relationships with colleagues, company policy.

Hygienic factors provide an almost neutral feeling among the employees of the organization. The elimination of these factors, also called support factors, from the workplace, however, tends to cause a state of dissatisfaction among workers. Herzberg borrowed the word "hygienic" from medical terminology, where the term refers to factors that help maintain health but do not necessarily improve it. For example, to hygiene activities that you do every day, washing. You washed, but your condition did not improve. It is only maintained at the same level. The author of the theory derived the formula: the working environment minus hygienic factors equals the state of dissatisfaction.

The second group of factors, also called “satisfaction”, is considered to cause a feeling of job satisfaction. They are responsible for increasing the motivation or satisfaction of employees. Their absence does not cause a feeling of dissatisfaction. The formula says: work environment plus motivational factors equals the state of contentment; work environment minus motivational factors equals zero effect. In most cases, such factors do not cause a feeling of satisfaction, although their presence helps to prevent feelings of dissatisfaction. There is a catch here: the lack of support factors can lead to employees feeling dissatisfied.

Support factors, or hygiene factors, in an organization are paid holidays, sick leave, health and welfare activities, and other social programs. Some leaders have convinced themselves that good program Rewarding staff will increase motivation. However, such programs are taken for granted: they only maintain a sense of satisfaction, but do not create it. Working conditions are not considered as motivating factors. Perhaps many would prefer to work in a pleasant environment. But a sparkling workshop or machine can rarely replace the work itself, from which people enjoy or recognize achievements and merits. And in old, neglected buildings, people can work, whose morale and productivity are very high. Herzberg argues that people's attitude towards their work outweighs the importance of working conditions. The same applies to supervision. Herzberg gives this example: the parent alone is not the direct cause of the child's physical growth; he only provides him with food and care. Like a parent, the supervisor does not motivate the worker, but only influences the environment, and this results in the worker feeling highly motivated from within. These factors motivate individuals, but their absence does not necessarily make employees feel dissatisfied. They affect the behavior of people in an organization in different ways. The achievement factor means that a person has achieved his goal, i.e. did what he started. Some labor operations contribute to this feeling, others, such as assembly line work, do not. A sense of recognition gives the employee a sense of dignity and self-respect. Sometimes managers do not provide feedback to employees on their work. They believe that there is no need to say anything if the job has been done well. But this is wrong. The work itself is a very important motivating factor. Why are some employees chronically late? In most cases, this happens because they do not like to sit at work “from start to finish”. Monotonous work does not bring satisfaction. Another thing is the varied and creative work, the very content of which serves as an incentive for growth, reducing absenteeism and lateness. For many, promotion is an effective incentive. In some organizations, even the behavior of troublemakers changed after they were given additional responsibility. According to Herzberg's theory, employers who try to increase employee motivation by increasing wages end up disappointed. Once workers are accustomed to a new level of income, they are more likely to view it as a support factor. As soon as the increase in payments becomes a regular part of the salary, it ceases to affect the growth of motivation. People tend to be more motivated when they really want something than when they already have it. It is important to keep in mind that the employee's perception of motivators is much more important than the employer's perception of it. What is a supportive factor for one may be a motivating factor for another.

Only a satisfactory degree of presence of motivators (but not hygiene factors) leads to job satisfaction. Well-planned hygiene factors only lead to a state of "no job dissatisfaction", but not to job satisfaction, since satisfactory hygiene factors are taken for granted (hence the concept of "hygiene factor"). Unsatisfactory hygiene factors lead to strong job dissatisfaction. Well-formed motivators can stimulate readiness to work, and well-formed hygiene factors can at least prevent a decline in work. Therefore, for example, according to Herzberg, programs to improve social contacts in the company do not lead to an increase in labor productivity. For this, it is necessary, for example, to fill the work with interesting content. The information content of Herzberg's theory turned out to be quite high, since motivators and hygiene factors are operationalizable. He conducted a highly publicized study on motivation involving accountants and engineers from companies in and around Pittsburgh, Pennsylvania. To obtain data, he used the critical situation method. The experts were asked two substantive questions:

1) When did you experience the most complete satisfaction from your work and what gave rise to it? 2) When did you have the worst attitude to work and what gave rise to this attitude? The responses obtained using the critical situation method were interesting and fairly consistent. The expressed positive feelings were mainly associated with the work experience and its content. An example is an accountant who was very pleased when he was assigned to install new computer equipment. He felt a sense of pride in his work and was pleased that the new equipment has revolutionized the entire operation of his department. At the same time, negative feelings were associated mainly with external conditions in which the work is carried out - its context. For example, one engineer spoke about such feelings, whose first job was filling out time sheets and managing an office in the absence of a boss. It turned out that the latter was always very busy and could not find time to train the engineer, and when he tried to ask questions, he got annoyed. The engineer said that in such conditions he constantly experienced frustration and felt like a laborer doing work that had no prospects. Arranging these expressed positive and negative feelings in the form of a table, Herzberg concluded that satisfaction is related to the content of the work, and dissatisfaction - to its context. Herzberg called the factors that cause satisfaction motivators, and dissatisfaction - hygiene factors. The term “hygiene” (as in health care) refers to factors that are preventive; in Herzberg's theory, hygiene includes factors that prevent dissatisfaction. Taken together, motivators and hygiene factors formed the basis of Herzberg's two-factor theory of motivation. It has been tested, although the results are highly dependent on the methods. It is not yet possible to give a final assessment, however, during the research it was found that (depending on the situation) a lack of motivators can also lead to job dissatisfaction, and well-formed hygiene factors (and primarily remuneration) can lead to job satisfaction.

Neither the correctness of the representation of job satisfaction in the form of two schemes, nor the correctness of attributing individual factors to motivators or hygiene factors can draw logical conclusions based on the results. empirical research. As well as Maslow's theory, which provided big influence on personnel management, Herzberg's theory proceeds from the premise of the existence of a tendency for human self-expression and, therefore, mixes normative and descriptive (descriptive) aspects. Its value from the point of view of personnel management lies in the connection of motivation theories with theories organizational culture, in identifying factors influencing the decision to participate in the organization or the behavior of employees that satisfies the organization in accordance with their roles in the organization. On the other hand, its information content is insignificant, since the exact functional relationships between the influencing factors and the behavior of employees have not been clarified.

Some connections were subjected to empirical testing, others were formulated in the form of hypotheses that seem, from the point of view of logic, relatively convincing. However, conclusions about how any particular incentive or contribution affects the decision to participate in an organization or the degree to which behavior conforms to the requirements of the organization cannot be reliably drawn.

Herzberg's theory is closely related to hierarchy Maslow's needs. Hygienic factors are preventive in nature and related to environmental conditions; roughly they correspond to the lowest levels of Maslow's needs. These hygienic factors eliminate dissatisfaction, but do not lead to satisfaction. Indeed, they raise motivation to a theoretically zero level, provide the necessary “foundation” to prevent dissatisfaction, and serve as the starting point for true motivation. By themselves, hygiene factors do not create motivation. Only motivators (or truly motivating factors) motivate people to act. To some extent, they correspond to the needs higher levels Maslow's hierarchy. According to Herzberg's theory, for true motivation, a person must have a job, the content of which is associated with a certain amount of effort. Herzberg's two-factor theory shed New World for maintenance work motivation. Prior to its introduction, managers concentrated their attention mainly on hygiene factors. When confronted with moral issues, the typical solution was to raise wages, increase fringe benefits, and improve working conditions. However, it has been found that such simplified solutions do not really work. This baffled managers - they paid more high salary, offered an excellent package of additional benefits, provided very good conditions labor, and their workers remained unmotivated to work. Herzberg's theory offers an explanation for this problem. By focusing solely on hygiene factors, managers do not motivate their staff.

Probably few workers or managers think they don't deserve increased salary. On the other hand, many dissatisfied workers and managers feel they have not been promoted enough. This simple observation shows that hygiene factors are important in eliminating dissatisfaction but do not lead to satisfaction. Herzberg was probably the first to formulate the idea that hygiene factors are absolutely necessary to preserve the human resources of an organization. However, in accordance with Maslow’s understanding, when the “stomach is full” due to the satisfaction of hygiene needs, which is typical for most modern organizations, these factors cease to motivate employees. According to Herzberg's theory, employees will be motivated only by work that requires some effort and provides opportunities for achievement, recognition, responsibility, advancement and growth.

Although Herzberg's two-factor theory is widely used in the educational literature and has implications for practitioners, from an academic point of view it certainly oversimplifies work motivation. When researchers departed from the critical situation methodology used by Herzberg, they failed to identify two factors. It turns out that there are job-related factors that cause both satisfaction and dissatisfaction. These studies indicate that, in a strict sense, the two-factor theory is not supported.

Despite the obvious limitations of the two-factor theory, there is little doubt that Herzberg made a significant contribution to the study of work motivation. He extended the concept of Maslow's hierarchy of needs and made it more applicable to work motivation. Herzberg also drew attention to the importance of work-related content factors for work motivation, which had previously been unfairly neglected; often they were completely ignored. The method of designing a workplace within the framework of meaningful enrichment of labor is also Herzberg's contribution to the development of management. The concept of labor enrichment is discussed in detail in the next chapter. In general, Herzberg did a lot to better understand the content factors of work and satisfaction, but, like his predecessors, he did not achieve the goal of developing a comprehensive theory of work motivation. His model covers only a part of meaningful motivation to work; it does not adequately describe this complex process.

it psychological theory motivation, created in the late 1950s by the American Frederick Herzberg.

F. Herzberg studied many factors that affect the motivation of employees. As a result, he divided all the factors into two categories.

Herzberg's Theory of Motivation: Briefly

1) Hygiene factors factors that keep you at work. These are the factors that encourage you to go to this particular job and not look for another.

2) Motivating factors - factors directly motivating to achieve results

Hygienic factors according to Herzberg are:

wage
working conditions (comfortable) workplace, office next to the subway, etc.)
interpersonal relationships with colleagues, boss, subordinates
degree of direct control over work
company administrative policy
impact of work on personal life

As Herzberg found out, all these factors only keep employees at work, but are not motivating.

Herzberg's motivational factors are:

achievement, success
recognition and approval of results (by management or other employees)
interesting tasks
responsibility (for completing these interesting tasks)
career advancement
professional growth

The essence of the theory of motivation by Frederick Herzberg:

Briefly, the main provisions of Herzberg's theory can be conveyed as follows:

From Herzberg's point of view, hygiene factors do not motivate employees to improve results, to achieve breakthroughs in work.

hygiene factors affect employee satisfaction with their work.

If an employee is dissatisfied with hygiene factors, then he does not want to get up in the morning and go to this job.
If satisfied, he calmly goes and works. But this is not a motivation for him to work better.

In other words, the presence of positive hygiene factors influences the fact that employees do not look for another job, but continue to work in the same company.

Herzberg's Theory of Motivation in Practice

Motivating factors act, according to Herzberg's theory, just the opposite. The absence of these factors does not bring dissatisfaction, but their presence causes a motivating effect and makes employees try to achieve better results.

It is important to note that in Herzberg's motivation - salary is not a motivating factor. That is, the presence of a good fixed salary affects employee satisfaction, but does not directly motivate him to achieve super results.

Video on Herzberg's theory:

See other short video about Herzberg's theory of motivation

To study human motivation, many scientists have developed various theories of motivation that evaluate the factors influencing it. For the most part, they concentrate on the study of needs and their influence on motivation, describe their content and structure.

Frederick Herzberg proposed a two-factor theory of motivation based on his experience in studying the problems of labor and company performance.

Herzberg's theory of motivation was developed by him in 1959 in order to find out the reasons for a person's satisfaction or dissatisfaction with activity, as well as to identify the reasons for increasing and decreasing labor productivity.

To do this, a survey was conducted of 200 engineers and employees of one large enterprise that produces paint coatings. Participants were asked to describe situations in which their attitude to work was positive and they had a desire to work, and situations in which their attitude to work was, on the contrary, negative, dissatisfaction was felt, and there was no desire to work at all.

results this study allowed Herzberg to formulate the conclusion that job satisfaction is determined by its internal and content characteristics, and dissatisfaction is determined by the external characteristics of the work and its context. Further, all the factors influencing human activity in production situations were divided into hygienic and motivating.

hygiene factors

Hygienic factors, or health factors, are those factors that are associated with environment in which the work itself takes place. Among the most important hygiene factors are the following:

Company policy and administration;
Comfortable working conditions;
Safety;
Acceptable illumination, heating, etc.;
Salary;
Schedule;
Availability of paid sick leave;
Availability of paid public holidays;
Carrying out activities on social security, health care and other social programs;
Relationships with management and colleagues;
The level of direct control.

Hygienic factors practically do not cause a complete feeling of satisfaction and do not have an activating effect on human activity. But thanks to their presence, a feeling of dissatisfaction can be prevented; if they are absent, this can cause feelings of discontent, dissatisfaction or irritation among the staff.

The presence of this group of factors leads to a state where, as such, there is no job dissatisfaction, but there is also no job satisfaction, since positively hygienic factors are something taken for granted. Negatively characterized hygiene factors can, in turn, lead to complete job dissatisfaction.

From this we can conclude that the conditions in which work is performed cannot be considered as motivating factors. Probably, most of people would be happy to work in a pleasant environment, but, based on this theory, a cleanly cleaned shop can hardly be a substitute for the work itself, from which a person receives pleasure or recognition of his merits.

According to Herzberg's theory, employers seeking to increase staff motivation through pay increases will eventually be disappointed, because after employees get used to a new level of material reward, they will most likely consider it as a hygienic factor. From now on, increased payouts will no longer motivate people. Human psychology is such that he is more motivated by the desire to have something than by the fact that he already has it.

Motivating factors

Motivating factors, or motivators, are directly related to the essence and nature of the activity itself. They contribute to the increase in job satisfaction and are considered as an independent group of needs, which can be generally called growth needs.

Key motivators include the following:

Public acceptance;
Degree of responsibility;
Success;
Opportunities for professional growth;
Interesting activity content;
Official position.

Public recognition can give a person a sense of self-respect and dignity, which the manager should talk about the need to convey to the employee feedback on a job well done. Another significant factor is the work itself. It should be borne in mind that monotonous work usually does not bring satisfaction, but diverse in content and creative activity, on the contrary, stimulates growth, prevents absenteeism and lateness. In addition, for most people a good motivator is career growth or the presence of additional responsibility.

Advantages and disadvantages of the theory

So, in the process of research, Herzberg formulated the following conclusions:

Satisfaction and dissatisfaction with activities are two independent measurements that can be clearly displayed on two different graphs;
There is a whole group of factors that affect the first graph "satisfaction with the activity - no dissatisfaction with the activity", and a group of other factors that affect the second graph "dissatisfaction with the activity - no dissatisfaction with the activity".

The formula formulated by Herzberg looks like this: Working conditions and work environment + motivating factors = state of satisfaction. He also derived another equality: Working conditions and environment - motivating factors = zero effect

Between the two-factor theory of F. Herzberg, some parallels can be drawn with Maslow's pyramid: hygiene needs correspond to the lowest level of Maslow's needs, and, accordingly, motivating factors correspond to the highest levels of needs.

Herzberg's two-factor motivational theory is a new explanation of the mechanisms of people's motivation in the course of their work. Previously, to increase the motivation of subordinates, attempts were made to improve working conditions, increase wages, provide special benefits, in other words, attention was focused on hygiene factors. But such attempts and solutions did not give the necessary results, since they did not affect the motivation of employees in any way. In many organizations, attempts were subsequently made to apply the main provisions of Herzberg's theory, which in fact showed their effectiveness.

However, even taking into account the effective experience of applying Herzberg's theory in practice by many organizations, a number of criticisms were made towards the theory:

As a source of motivation, both motivating and hygienic factors can act, which is determined by the needs of a particular person;
A lack of motivators can lead to a state of dissatisfaction with the activity, and hygienic factors, if used successfully, can lead to a state of satisfaction, which also depends on the specific situation;
Not in all cases, the state of satisfaction leads to an increase in labor productivity, which is significantly at odds with the opinion of Herzberg;
The motivation growth system should be built taking into account the possible behavioral characteristics of a person and the characteristics of the external environment.

These remarks are evidence that motivation should be considered as a probable process. What will motivate one person in a certain situation may not have any effect on him or another person in a similar situation in another situation.

Frederick Herzberg's Theory of Motivation

Encouraging the employees of the enterprise to achieve their goals and objectives is an objective necessity. Motivation is carried out by motivating labor. Motivation is one of the most important functions of personnel management. The motivation of an employee or their group to work to achieve the goals of the enterprise is carried out through the satisfaction of their own needs. Motivation is based on two categories - motive and incentives.

A motive is an internal driving force; desire, attraction, orientation, inner attitude.

Incentive - material, moral or other encouragement (reward).

The essence of motivation (stimulation) is the choice for the employee or their groups of incentives that are optimal at a particular stage, corresponding to the motives of people's behavior. Thus, the basis of motivation is the identification of the employee's motives. Modern theories motivations are based on the results of psychological and sociological research and are aimed at determining the list and structure of people for a particular production. under the need for this case is understood as the awareness of the absence of something essential for the individual, inciting to action.

There are many theories and systems of motivation. It should be noted that they all have their advantages and disadvantages. Therefore, each of the systems can be effectively implemented under certain conditions. Often on different stages personnel development have to use various systems motivation or a combination of both. Consider the two-factor theory of Herzberg.

Frederik Herzberg in the second half of the 1950s developed a need-based motivation model. In this model, he singled out two broad categories, calling them "hygienic factors" and "motivation".

According to Herzberg's theory, these two groups of factors lead to different results. If the factors of motivation lead to job satisfaction, then the factors of hygiene - only to the absence of dissatisfaction. Following Herzberg's theory, the manager must first ensure the presence of hygiene factors, and then motivation factors. And then the staff will feel complete job satisfaction. Hygienic factors are related to the environment in which the work is carried out, and motivation is related to the very nature and essence of the work.

According to Herzberg's theory, the normal level of these factors does not increase positive motivation. labor behavior. Dissatisfaction with any of these factors weakens motivation. From this theory it follows that one should strive first of all to eliminate dissatisfaction with the factors of the second group, and then use positive motives in stimulating by influencing the factors of the first group.

First group:

labor success.

Merit recognition.

Actually the labor process.

Degree of responsibility.

Service growth.

Professional growth, these factors reinforce the positive motives of labor behavior.

Second group:

Job retention guaranteed.

social status.

Dissatisfaction with the labor policy of the company.

Working conditions.

Attitude of immediate supervisor.

personal inclinations.

Interpersonal relationships.

Wage.

The main provisions of Herzberg's theory are as follows:

1)needs are divided into hygienic and motivating factors. The first group of factors (hygienic factors) is related to the environment in which the work is carried out. The second group (motivation factors) is related to the nature and essence of the work. Each of the groups is, as it were, in its own scale of measurements, where the first group operates in the range from minus to zero, and the second - from zero to plus;

2)there is a strong correlation between job satisfaction and labor productivity;

3)lack of hygiene factors leads to job dissatisfaction. AT normal conditions the presence of hygiene factors is perceived as something natural, which leads only to a state of lack of dissatisfaction and does not have a motivational effect;

4)the presence or absence of motivating factors actively influences a person's behavior, causing a state of satisfaction (or lack of satisfaction);

5)for the full satisfaction of the staff with their work, it is necessary to first ensure the presence of hygiene factors (a state of lack of dissatisfaction), and then ensure the presence of motivation factors (a state of satisfaction). The absence of hygiene factors can only be partially and incompletely compensated by the presence of motivating factors;

6)In order to effectively motivate subordinates, the manager himself must delve into the essence of the work.

According to Herzberg, 69% of the reasons that determine the frustration of staff in their work belong to the group of hygiene factors, while 81% of the conditions that affect job satisfaction are directly related to motivating factors.

According to Herzberg, in the absence or insufficient degree of hygienic factors, a person experiences dissatisfaction. own work. But if they are sufficient, then by themselves they do not cause job satisfaction and are not able to motivate a person to do anything. Herzberg described the relationship between job satisfaction and job dissatisfaction as follows: “The results of our study, as well as the results that I received in discussions with other specialists using completely different methods, allow us to conclude that the factors that caused job satisfaction and provided adequate motivation were other and significantly different factors than those that cause job dissatisfaction Since two different groups of factors have to be considered in analyzing the causes of job satisfaction or dissatisfaction, these two feelings are not directly opposed to each other. not dissatisfaction. The opposite of the feeling of dissatisfaction is, in turn, its absence, and not job satisfaction. "These factors correspond to the physiological needs, security needs of A. Maslow, that is, his motivations are comparable to of higher levels of Maslow. However, Maslow considered hygienic factors as something that causes a certain behavioral strategy. If the manager makes it possible to satisfy one of these needs, then the worker will work better in response to this. Herzberg, on the contrary, believed that the worker begins to pay attention to hygiene factors only when he finds their implementation inadequate or unfair. According to Herzberg's theories, hygiene factors do not motivate employees, but only reduce the possibility of a feeling of job dissatisfaction. In order to achieve motivation, the leader must ensure the presence of motivating factors. For the effective use of this theory, it is necessary to make a list of hygiene and especially motivating factors and at the same time give the employee the opportunity to determine and indicate what he prefers and reckon with his desire.

Herzberg hygiene factors:

1.company policy and administration;

2. working conditions;

earnings;

.interpersonal relations of superiors with subordinates;

.the degree of direct control over the work.

It should be noted that Herzberg made the paradoxical conclusion that wages are not a motivating factor. Indeed, wages are in the category of factors leading to job satisfaction or dissatisfaction.

Practical orientation of the theory

What happens in the organization, depending on the degree of satisfaction with hygienic and motivating factors, is shown in Table 1.

motivation staff herzberg

Table 1. Satisfaction of hygiene and motivating factors in the organization

Motivating factors Not satisfied Satisfied Hygienic factors Satisfied A high percentage of personnel with avoidant motivation. Specialists with achievement motivation are less likely, but they can also get into this organization, but not for long. The staff seeks to minimize their labor efforts (warmth, light, good pay - why else work?) This is a harmonious system of staff motivation. All created possible conditions for work, and work is well and fairly paid Not satisfied There is a high turnover of staff and big problems with recruitment, since such a company has nothing to attract staff and, moreover, nothing to retain it. Mostly specialists with attainable motivation and insufficient work experience work here. Such a company is attractive as a stage in professional growth, as it is associated with achievements, self-realization, professional and, perhaps, career growth. The disadvantages are that the stage is short. The employee "grew up" - and went to earn money in another company

The practical orientation of Herzberg's theory is that the manipulation of labor factors allows you to influence the satisfaction of staff with their work. In order to effectively use the theory of F. Herzberg, it is necessary to compile a list of hygienic and, especially, motivating factors and give employees the opportunity to determine and indicate what they prefer. The activation of motivating factors can ensure the maximum possible participation of personnel in the affairs of the company: from making independent and responsible decisions at their workplace to participation in the company's innovative programs. Many organizations have attempted to implement Herzberg's theoretical insights through job enrichment programs, in which work is rearranged and expanded to be more satisfying and rewarding for the immediate performer. The enrichment of labor is aimed at structuring labor activity in such a way as to make the performer feel the complexity and significance of the task entrusted to him, independence in the choice of decisions, the absence of monotony and routine operations, responsibility for this task, the feeling that a person is performing a separate and completely independent work. There is an assumption that such a hygienic factor as money can compensate for most other hygienic factors. For example, the distance of work from home is fully compensated by a satisfactory salary for the employee, as well as working conditions, work schedule, etc., provided that these issues are not fundamental for the employee. What about motivating factors? this is something that is connected with deeper human needs, and the substitution of their satisfaction (if the employee has an attainable motivation) is possible only for a short time. However, many of the motivating factors are also directly related to money, as a material expression of the assessment of professional success, the degree of responsibility, etc. Motivating factors can only partially and briefly compensate for the lack of hygienic factors (see Table 1).

Summarizing the results of his research, F. Herzberg made several conclusions:

· lack of hygiene factors leads to job dissatisfaction;

· the presence of motivating factors can only partially compensate for the absence of hygiene factors;

· under normal conditions, the presence of hygienic factors is perceived as natural and does not have a motivational effect;

· the greatest positive motivational impact is achieved with the help of motivating factors in the presence of hygiene factors.

1.It is necessary to draw up a list of hygiene and especially motivating factors and allow subordinates to independently determine the most preferable ones.

2.Managers should differentiate and carefully approach the use of various incentives and, in the case when the needs of the lower level are sufficiently satisfied, do not rely on hygiene factors as the main ones.

.Managers should not waste time and money on motivating factors until the hygiene needs of employees are met.

.Motivating factors are effectively used under such conditions:

o if employees regularly receive information about the positive and negative results of their work;

o if they have created conditions for the growth of their own self-esteem and respect (psychological growth);

o if employees are allowed to independently schedule their work;

o if subordinates carry a certain liability;

o if they can communicate openly and pleasantly with leaders at all levels of management;

o if subordinates are accountable for the work in the area entrusted to them.

5.After conducting a survey among employees, Frederick Herzberg identified two types of factors that affect labor productivity. He designated the first group as hygienic (supporting) factors. They do not create motivation, but only provide the most comfortable conditions labor. This group does not provide job satisfaction, but it affects her emotional perception. Herzberg's two-factor theory of motivation includes factors such as relations with superiors, the amount of remuneration received, working conditions (both hygienic and psychological), etc. to the group of hygienic motives.

6.Much more important is the second group of motives, namely, motivators (satisfied). They contribute to the achievement of the goal, obtaining job satisfaction. This group includes such motives as achieving a goal, recognition, getting pleasure from work as such.

.Thus, Herzberg's theory of motivation proves the existence of two types of independent factors in a person's life: hygienic and motivational. The author substantiated some reduction of the classical teaching by the fact that all physiological processes at the present time can basically be considered satisfied, thus, it is advisable to consider only social needs as motivating factors. It is interesting that the author attributed financial rewards to hygienic factors, explaining this opinion by the fact that finances as such only provide basic physiological needs, but do not allow a person to feel significant, primarily in their own eyes.

.The conclusions from the described theory are interesting: managers are encouraged to carefully monitor the methods of stimulating employees, determining what type of need this or that encouragement belongs to, and not to offer encouragement of the second group until the hygiene needs are satisfied.

.talking plain language if you have not provided good wages, comfortable working conditions, you should not talk with the employee about a possible personal growth. And vice versa: if all his basic needs are provided, ALWAYS open to him the prospects and delights of further self-improvement - this is how the main idea of Herzberg's theory of motivation can be formulated.

Critical remarks on Herzberg's theory

Herzberg's model leaves room for criticism.

.This approach at first glance resembles a somewhat modified hedonism (seek pleasure, avoid grief), where the concept of pleasure is replaced by self-expression. The traditional objection to hedonism (for example, that we cannot directly seek pleasure or avoid grief, but can only seek a course of action that would result in grief or pleasure) seems less relevant in this case, since Herzberg precisely defines those conditions. that cause suffering or psychological growth.

.N. King argues that the controversy over Herzberg's two-factor theory is largely due to the author's insufficiently clear formulations.

According to King, the most likely version is as follows: All motivators taken together contribute more to job satisfaction than the total hygiene factors, and all hygiene factors combined contribute more to job dissatisfaction than the total motivators.

King argues that further research on the method of identifying critical situations should show that in general, motivators are mentioned in situations of greatest satisfaction more often than hygiene factors in general, and hygiene factors are generally mentioned in situations of greatest dissatisfaction more often than in general all motivators . Even if we agree that such conclusions are possible, to what extent do they confirm the hypothesis? The fact that broadly similar results were obtained when Herzberg's method was repeated merely confirms the correctness of the original results, but tells us little about the correctness of the thesis. Indeed, the results of other studies, obtained, in particular, by C. Lindsay, E. Marx and I. Gorlow, Hulin and A. Smith, prove that and motivators and hygienic factors can cause both job satisfaction and job dissatisfaction.

King, at any rate, points out that the version Herzberg seems to favor has not been confirmed in studies conducted using methods other than critical situations , and that Herzberg's theory may simply reflect the subjectivism and bias inherent in self-observation methods. Leaders, when asked to describe exceptionally favorable situations, will naturally take the opportunity to talk about their successes; at the same time, if asked about exceptionally unfavorable situations, they will tend to blame other people for their failures or refer to objective circumstances . This is consistent with the theory that people tend to change their perception of causality in ways that maintain or improve their self-esteem; when people are successful at a task, they believe that they owe their success to themselves, but are not inclined to attribute their failures to their mistakes.

.Finally, D. Schwab and L. Cumings point out that the evidence used to substantiate the premise satisfaction leads to action , were not experimental.

Herzberg's two-factor theory shed new light on the content of work motivation. Before its appearance, managers concentrated their attention mainly on hygiene factors. When confronted with moral issues, the typical solution was to raise wages, increase fringe benefits, and improve working conditions. However, it has been found that such simplified solutions do not really "work". This fact led managers to stalemate when they paid higher wages, offered a great package of additional benefits, provided very good working conditions, and the motivation of workers remained at the same level. Herzberg's theory offers an explanation for this problem - by focusing solely on hygiene factors, managers do not motivate their staff. Probably few workers or managers think they don't deserve a raise. On the other hand, many dissatisfied workers and managers feel they have not been promoted enough.

This simple observation shows that hygiene factors are important in eliminating dissatisfaction but do not lead to satisfaction. Herzberg was probably the first to formulate the idea that hygiene factors are absolutely necessary to preserve the human resources of an organization. However, in accordance with Maslow's understanding, when dissatisfaction is removed due to the satisfaction of hygiene needs, which is typical for most modern organizations, these factors cease to motivate employees.

According to Herzberg's theory, employees will be motivated only by work that requires some effort and provides opportunities for achievement, recognition, responsibility, advancement and growth. Although Herzberg's two-factor theory is widely used in the educational literature and has implications for practitioners, from an academic point of view it certainly oversimplifies work motivation.

When researchers departed from the critical situation methodology used by Herzberg, they failed to identify two sets of factors. It turns out that there are job-related factors that cause both satisfaction and dissatisfaction. These studies indicate that, by and large, the two-factor theory does not find support in different situations, in other words, cannot be used as a universal one.

Bibliography

1) Meskon M.Kh., Albert N., Hedouri F. Fundamentals of management. - M.: Delo, 1992. - 973s.

) Kasyanov V.V. Management: exam answers. - Rostov n / a: Phoenix, 2004. - 288 p.

3) Lukash Yu.A. Russian legislation. Explanatory dictionary for students. - M.: Grossmedia ROSBUKh, 2008. - 448 p.

4) Nagimova Z.A. Personnel management in enterprises hotel business. - St. Petersburg: Peter, 2004. - 144 p.: ill.

)Falmer R.M. Encyclopedia of modern management. T1,3. - M.: 1992.

Herzberg's two-factor theory of motivation was developed in 1959 and is actively used in modern management. It is based on hygiene and motivational factors that help to increase productivity using the concept of work enrichment.

From this article you will learn:

what underlies Herzberg's theory of motivation;
what conclusions are laid down in the theory of motivation of Herzberg;
how to apply Herzberg's two-factor theory of motivation in the practice of personnel management.

What underlies Herzberg's theory of motivation

Based on the study of the theory of motivation, scientists have developed various techniques. All of them are based on a long analysis of motivating factors that help increase productivity. The theory of motivation of the American psychologist Frederick Herzberg differs from all existing ones. In 1959, Frederick Herzberg, together with colleagues, found out the reasons for the satisfaction and dissatisfaction of the staff with their work activity. This made it possible to identify the main causes of performance degradation labor.

How the study was conducted

During the study, scientists interviewed about two hundred engineers and employees of a large company. The participants of the study were asked to describe situations when they wanted to work, their attitude towards work was positive. And to tell in detail about those situations when the desire to fully work was completely lost, there was dissatisfaction from professional activities.

Herzberg's theory of motivation was developed on the basis of this conclusion. The scientist came to the conclusion that job satisfaction depends on the content and internal characteristics. Dissatisfaction is caused by external characteristics and their context. All factors were divided into hygienic and motivating.

Read also in the e-zine:

How Herzberg's two-factor theory of motivation describes hygiene and motivating factors

Hygienic factors theory

Based on Herzberg's two-factor theory of motivation, hygienic factors include everything that affects the health of a person carrying out activities under certain conditions. The term was borrowed from medicine. Such factors may be aimed solely at maintaining the health of employees, but are not intended to improve it.

Among the main hygiene factors are the following:

creating conditions for security labor;
maintaining a favorable and comfortable policy of the organization;
arrangement good lighting and heating;
setting a comfortable work schedule for staff;
systematic remuneration without delay;
payment of working weekends and holidays at an increased rate;
payment sick leave;
development of a social security system and social programs;
creation favorable conditions to maintain relationships with colleagues and company management;
ensuring direct quality control of the work performed.

Hygienic factors are not aimed at causing a feeling of complete satisfaction. They do not affect activation. labor processes and an increase in labor productivity. But with their help, you can prevent manifestations of feelings of dissatisfaction, irritation, discontent of the staff.

Using the HERZBERG theory, you can test the motivation system in the company, identify what is wrong with it, and outline what factors need to be worked on.

The presence of hygienic factors in the theory of motivation of Herzberg leads to a state when employees do not have satisfaction or dissatisfaction. Why then should they be included in the motivation system? The answer to this question is quite simple. Negative hygiene factors will lead to complete dissatisfaction of the staff with their work. It will be difficult to change this.

Motivating Factors of Theory

The main motivators include:

the degree of responsibility assigned;
official position.

Public recognition allows you to experience self-respect, your own dignity. The manager informs the employee about the quality of the work performed on the general meeting team. Creative and diverse activities stimulate professional growth. At the same time, monotonous activity does not bring satisfaction. Additional responsibility and career opportunities serve as a good motivator.

What are the implications of Herzberg's theory of motivation?

According to Herzberg's theory of motivation, employers who plan to increase the motivation of employees by raising salaries will be disappointed. As soon as the staff gets used to the increase in payments, this component of motivation will cease to operate. Psychologists say that only what you can get motivates. And the presence of something permanent ceases to serve as a motivating factor.

Many managers are of the opinion that a carefully designed reward system will serve as a motivation enhancer. The employee will begin to work with full dedication of forces, labor productivity will increase. Frederick Herzberg in the theory of motivation refutes this approach. The psychologist argues that any incentive system of a rewarding nature is taken for granted. It maintains a sense of satisfaction, but does not create it.

The two-factor theory of motivation by F. Herzberg was created according to other principles. In the process of long-term research, the scientist came to the conclusion:

Satisfaction and dissatisfaction with activities refer to two independent dimensions;

the state of satisfaction is caused by a combination of such factors as a favorable environment at work, acceptable working conditions, plus motivating factors;