For the study of man over the past decades, scientists have developed a lot of different theories of motivation that evaluate the factors that affect it. For the most part, they are concentrated on the analysis of the needs and their influence on motivation, describe their structure and content. All of them are designed to understand what motivates people to activities.

In our past materials, we have already described some of these theories. Today we will continue this topic and talk about the two-factor theory of Motivation of Frederick Herzberg - an American social psychologist who specialized in the problems of labor and activities of companies, and which has become one of the most influential personal management individuals.

The two-factor theory of the Motzberg motivation was developed in 1959 by Frederick Herzberg and his colleagues - their goal was to find out the foundation of the satisfaction and dissatisfaction of a person with activities, as well as identify the reasons for increasing and reducing labor productivity.

For this, scientists conducted a survey of two hundred engineers and employees of one major organization working in the field of paints and varnishes. Participants needed to describe those situations where their attitude to work was positive and they had a desire to work, and situations where attitude to work, on the contrary, was negative, and dissatisfied, and the desire to work was not at all.

The results of this study allowed the Herzberg to make a conclusion, according to which satisfaction depends on its internal and meaningful characteristics, and dissatisfaction depends on the external characteristics of the work and its context. The result was that all factors that affect human activity in industrial situations were distributed to hygienic and motivating.

Hygienic factors

Hygienic factors, also called health factors, are factors that are associated with the environment in which the work itself occurs. The term "hygienic" was borrowed by Herzberg from medical terminology, in which he belongs to factors to help support health, but not necessarily improving it.

Among the most important hygienic factors are the following:

• Company policies and administration
• Safety
• Comfortable working conditions
• Acceptable illumination, good heating, etc.
• Schedule
• Salary
• Availability of paid holidays
• The presence of hospital
• Conducting events in the field of social security, healthcare and other social programs
• Relations with colleagues and leadership
• Direct control level

Hygienic factors almost never cause a complete sense of satisfaction and do not have an activating impact on human activity. However, due to their presence, you can feel a sense of dissatisfaction; If they are absent, it can cause the appearance of a sense of dissatisfaction, discontent and irritation from employees of the organization.

The presence of this group of factors leads to the emergence of a state when dissatisfied with the work as such is not, but there is no satisfaction with the work, because Positively characterized by hygiene factors are something for granted. Negatively characterized by hygienic factors, in turn, can lead to complete dissatisfaction with the work.

Hence the conclusion that the conditions in which work takes place cannot be considered as motivating factors. Probably, most people would gladly work in a pleasant atmosphere, but, based on this theory, the sulfted workshop or the machine can hardly become substitutes for the work itself, from which a person can enjoy or public recognition of his merit and achievements.

According to Herzberg, those employers who seek to increase the motivation of their employees by increasing wages, in the end will be disappointed, because After the staff becomes accustomed to a new wage level, most likely it will be considered as a hygienic factor. And from the moment when the increased payments will become a regular component of the salary, they will immediately cease to motivate people. The person is such that he is more motivated by the desire to have something, rather than the fact that this is something already has.

Despite the fact that quite a large number of managers adhere to the opinion that the well-thought-out system of promoting workers is an amplifier of motivation, in fact it turns out that any such system will be considered as due: it will, of course, will support the sense of satisfaction, but will not create it. .

Motivating factors

Motivating factors, also called motivators, are directly related to the essence of the activity itself and its character. They contribute to improving the level of satisfaction with work and are considered as an independent group of needs, which, summarized, can be called growing needs.

The main motivators include such as:

• Success
• Public acceptance
• Interesting content of activity
• Availability to grow professionally
• The degree of responsibility
• Service position

Public recognition gives a person a sense of self-esteem and its own dignity, which should speak to the head about the need to report to the employee of feedback on the well done work. Another essential factor is the activity of the employee. It should be borne in mind that monotonous work does not bring satisfaction, and creative and diverse activities, on the contrary, stimulates to increase, warns lateness, absenteeism, etc. In addition, for many people, a perfect motivator serves career growth and the presence of additional responsibility.

The conclusions of Herzberg

In the process of their research, Herzberg came to the following conclusions:

• Satisfaction and dissatisfaction activities are two dimensions independently from each other, which can be clearly displayed in two different charts;
• There is a whole group of factors influencing the first schedule "Satisfaction with activities - no satisfaction with activities" (motivating factors), as well as a group of other factors affecting the second schedule "dissatisfaction with the activities - no dissatisfaction with the activities" (hygienic factors).

The formula-derived by Herzberg is as follows:

• Furnishing at work and working conditions + motivating factors \u003d satisfaction condition
• The situation at work and working conditions - motivating factors \u003d zero effect

Summary

Between the two-factor theory of Motivation of Frederick Herzberg can be held certain parallels C: the hygiene needs of the Theory of Herzberg correlate with the lowest level of the needs of the Pyramid of the Oil, and the motivating factors relate to the highest level of needs, respectively.

The two-factor theory of Motivation of Herzberg was a new explanation for the mechanism of motivation of people in the process of work. Before improving the motivation of personnel, attempts to improve working conditions, increase wages, providing special benefits, in other words, attention was paid to hygienic factors. But these attempts and solutions did not give the necessary results, because At the motivation of employees, they did not affect. Subsequently, many organizations attempted to implement the basic provisions of the theory of Herzberg, and in fact they showed their effectiveness.

However, despite the effective use of the theory of Herzberg in practice by many organizations, several critical comments were put forward towards the theory:

• The source of motivation can be both motivating and hygienic factors, which depends on the needs of each particular person;
• The lack of motivators is able to lead to the state of dissatisfaction with activities, and successfully formed hygienic factors can lead to a state of satisfaction, which depends on each specific situation;
• Not in all cases, the state of satisfaction activities leads to an increase in labor productivity indicators, which is essential to the assumptions of Herzberg;
• The motivation increase system should be created taking into account all sorts of behavioral characteristics of people and environmental characteristics.

All these comments are proof that motivation should be considered as a likely process. What will motivate one person in a certain situation may not have any impact on it in another situation or another person in a similar situation.

Thus, it is possible to summarize: Frederick Herzberg, of course, made a significant contribution to understanding the motivation of a person, but in his theory he did not consider many variables that define situations associated with motivation. Further studies of scientists have caused the creation of procedural theories of motivation.

The two-factor theory of the Motzberg motivation was developed in 1959 and is actively used in modern management. It is based on hygienic and motivating factors to help increase productivity using labor enrichment concept.

From this article you will learn:

• what underlies the theory of the Motzberg motivation;
• what conclusions are laid in the theory of the motivation of Herzberg;
• how to apply a two-factor theory of the Motzberg motivation in the practice of personnel management.

What underlies the theory of the Motzberg motivation theory

Based on the study of the theory of motivation, scientists have developed various techniques. All of them are created on the basis of a long analysis of motivating factors that help increase productivity. The theory of motivation of the American psychologist Frederick Herzberg is different from all existing ones. In 1959, Frederick Herzberg, together with his colleagues, found out the grounds for satisfaction and dissatisfaction of personnel work. This allowed to identify the main causes of reducing performance Labor.

How to study

During the study, scientists interviewed about two hundred engineers and employees of a large company. The study participants were invited to describe the situation when they wanted to work, the attitude to work was positive. And in detail to tell about those situations where the desire to fully work completely disappeared, felt dissatisfaction with professional activities.

The theory of the motivation of Herzberg was developed on the basis of a conclusion made. The scientist concluded that satisfaction from work depends on the content and internal characteristics. Dissatisfaction cause external characteristics and their context. All factors were divided into hygienic and motivating.

Read also in an electronic log:

As describes the two-factor theory of the motivation of Herzberg hygienic and motivating factors

Hygienic factors Theory

Based on the two-factor theory of the motivation of Herzberg to hygienic factors, everything is affected by the human health operating under certain conditions. The term was borrowed from medicine. Such factors can be sent exclusively to maintain the health of employees, but are not called upon to improve it.

Among the basic hygienic factors are the following:

• creating safety conditions labor;
• maintaining a favorable and comfortable organization organization;
• arrangement of good lighting and heating;
• installation of a comfortable schedule of personnel;
• systematic remuneration without delay;
• payment of workers' weekends and festive days at an increased rate;
• payment of the hospital sheet;
• development of a social security system and social programs;
• creating favorable conditions for maintaining relations with colleagues and management of the company;
• ensuring direct quality control of work performed.

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

Using the theory of Herzberg, you will be able to check the system of motivation in the company, to identify that it is not so, and outline for what factors it is necessary to work.

The presence in the theory of the motivation of the Herzberg of hygiene factors leads to a state when employees have no satisfaction or dissatisfaction. Why then need to be included in the motivation system? The answer to this question is very simple. Negative hygienic factors will lead to complete personnel dissatisfaction with work. Change it will be quite difficult.

Motivating factors theory

The main motivators include:

• degree of entrusted responsibility;
• service position.

Public recognition allows self-esteem, self-esteem. The head reports an employee of a qualitatively performed work at the general meeting of the team. Creative and diverse activities stimulates to professional growth. At the same time, monotonous activity does not bring satisfaction. Additional responsibility and career opportunity serves as a good motivator.

What conclusions are laid in the theory of Motzberg's motivation

According to the theory of the motivation of Herzberg, employers planning to improve employee motivation by increasing the salary will remain disappointed. As soon as the staff becomes accustomed to an increase in payments, this component of motivation will cease to operate. Psychologists argue that it motivates only what can be obtained. And the presence of something permanent ceases to serve as a motivating factor.

Many managers adhere to the opinions that a carefully thought-out system of rewards will serve as a motivation amplifier. The employee will begin to work with the full relendance of forces, labor productivity will increase. Frederick Herzberg in the theory of motivation refutes such an approach. The psychologist argues that any incentive motivation system is considered due. It supports sense of satisfaction, but does not create it.

The two-factor theory of Motivation F. Herzberg was created on other principles. In the process of long-term research, the scientist came to the conclusions:

• satisfaction and dissatisfaction from activities refer to two independent measurements;

• the state of satisfaction causes a set of factors such as a favorable situation at work, acceptable working conditions, plus motivating factors;

• the state of dissatisfaction is caused by poor-quality working conditions, a negative situation at work, the absence of any motivating factors.

Two-factor theory of Herzberg.

The theory of Herzberg suggests the presence of a strong dependence between labor productivity and satisfaction from work. Herzberg believed that the attitude of a person to its work is determined by two groups of factors. The first group includes hygienic factors, in the second - motivating. Hygiene factors are associated with the external environment in which work is performed; Motivating - with the content of the work itself.

In accordance with the two-factor theory, the negativity of hygienic factors causes a person dissatisfaction with the work. However, if these factors are positive, they themselves do not cause satisfaction states and cannot motivate a person to productive work. The studies conducted by Herzberg made it possible to establish that the main hygienic factors are: favorable working conditions; stable salary; good relations with the boss, colleagues and subordinates; Openness of information on the state of affairs in the organization; flexible tempo and work schedule; lack of hard current control; Availability of social benefits.

In contrast to hygienic factors, the absence or inadequacy of motivating factors does not lead to dissatisfaction with the work. But their presence is satisfied with the work and motivates workers to improve the efficiency of their work. According to Herzberg, the main motivating factors are: the possibility of official growth; Communication of remuneration with labor results; creative work work; The complexity of solved tasks; participation in decision-making; High degree of responsibility.

To effectively use the theory of Herzberg in practice, the head must first find out if the workers have a sense of dissatisfaction. If there is such a feeling, then the supervisor needs to eliminate sources of dissatisfaction, attaching maximum effort to ensure the proper level of hygienic factors. Then, to induce subordinates to productive work, the head must actuate motivating factors that increase the degree of human satisfaction with their work.

All 4 Considered motivation theories focuses on the analysis of the factors underlying motivation, but the person's motivation depends not only on these factors, but also from the most motivational process, on time, the duration of the motivational impact. Thus, motivation theories were complemented by the theories of the motivation process.

1. Theory of Justice (Stacy Adams)

According to this theory, employees always compare the received remuneration for their work with the remuneration of other people performing similar work. The prerequisite of such a comparison is the desire of a person to social equality.

If the employee believes that his labor deposit is estimated approximately as well as other people who have achieved similar results, then he has a sense of fair attitude towards himself and a sense of satisfaction. Equality of remuneration is determined by the employee subjectively By the ratio of labor costs and a generalized assessment of its employment deposit. IN labor costs The employee usually includes not only direct labor in the workplace, but also the labor efforts preceding it related to education and advanced training, production experience, social status, ability, age, etc. In turn, evaluation of labor deposit It contains both the material part in the form of salaries, premiums, participation in profits and intangible - in the form of a service provision, recognition of merit, trusting relationships, respect and other similar positive reinforcements.

If the employee comes to the conclusion that his labor contribution is underestimated compared to the labor contribution of people whom he chose as an object of comparison, then he has a sense of injustice and psychological tension.

To remove this voltage, people use the following ways: a decrease in labor effort; attempt to increase remuneration; adjustment of ideas about justice; revaluation of their capabilities; Go to another job.

Studies show that in most cases when people consider their work undervalued, they reduce their expenditures. The third option is possible - when the worker considers that his work is overvalued. In this case, it can increase the intensity of labor effort and quality of labor, try to get additional education and even take steps to reduce the amount of remuneration obtained.

Theory of Justice Allows you to make several important conclusions for management practices:

· The wage system should give each employee a clear idea of \u200b\u200bthe connection of wages with the amount and quality of labor at various workplaces;

· Information about one-time rewards must be full and affordable;

· Assessment of remuneration by people is subjective in nature, therefore managers should find out to what extent certain remuneration comply with the ideas of the employee about their value;

· Dimensions of remuneration must be balanced with the employment deposit of individual workers.

2. Expectations theory (Victor Drama)

The author of the theory believed that the presence of an active need is not the determining condition for the motivation of the individual to achieve a certain goal. The individual should also expect that the type of behavior chosen by them will lead to the desired result for it.

Expectations Reflect the ideas of a person about the likelihood of a certain event.

For example, students tend to expect the end of the university will allow them to get a good job.

According to the theory of expectations, a person is motivated to productive work if it expects the implementation of three relationships:

· Labor costs - labor results. A person expects a certain level of effort to lead to certain labor results.

· Labor Results - Remuneration. A person expects the results of labor that will contribute to obtaining remuneration.

· Remuneration - Remirement Satisfaction. A person expects remuneration for the results of labor will have a certain value for him.

The expectations of the individual add up depending on his life experience, education, analytical abilities, confidence in their forces, qualifications and a number of other factors. Probabilistic nature of expectations has a direct impact on the behavior of workers in the organization. Almost each of them sets themselves the following questions:

· How intense it should work to achieve certain results?

· What is the likelihood of their achievement?

· What a remuneration is it likely to get in case of achieving these results?

· How attractive for him is this remuneration?

Responding to these questions, the employee estimates the likelihood of the attachment of the corresponding event and determines for itself how intensively it should work so that this event comes. If he felt that there is no direct connection between the intensity of the spent effort and the onset of the desired events, then, according to the theory of expectations, its motivation to work will weaken.

A feature of the theory of expectations is the emphasis on the individuality of human perception. The level of labor efforts of the individual is determined by it on the basis of their own assessment of the likelihood to achieve the desired results of work and their own ideas about the desired remuneration within the framework of his personal scale of values. Therefore, managers should:

· firstly, to seek compliance between the expectations of subordinates and the requirements of specific working tasks;

· secondly, introduce wage systems that stimulate workers to achieve the required results.

Control function

The concept of control occurred from French and there is no complete semantic counterpart in Russian. The translation makes it possible to further interpret the concept of "control": 1. Check anyone or anything to make sure to comply with anything; 2. Supervision, monitoring for verification purposes; 3. Test of knowledge or properties to clarify their suitability in practice.

Control is carried out through special structures endowed with special control powers.

From the point of view of control control, this is the privilege of the control entity, i.e. control subsystem. The control effect of control is manifested primarily in its influence, the behavior of the managed subsystem changes within the framework of a given goal, the requirements of standards, programs.

During the historical development of control as the management functions, a certain category of people was gradually formed - a social layer of those who professionally engaged in control activities. In Russia, the first references to the control as a special type of management activity refer to the 50s of the XVI century, when the order of secret cases was created, the role of observation of the performance of job duties was released by this order, checking their activities. And at the beginning of the 17th century, the position of the controller appeared in Russia for the first time, the position was led in St. Petersburg port customs to control the commercial duty. An interesting fact is that Peter I, establishing a forest guard, ordered the salary to the controllers to put the minimum, because Position in Vorovskaya. To date, the control function is performed by a huge number of civil servants, nevertheless, it is known from the real management practices that the executability of any legal norms, such as legislation leaves much to be desired.

Essential controls or what it is needed.

There are several reasons for the emergence of the appearance, the need and development of control in various areas of vital activity. By such, reasons are primarily true the uncertainty of the external environment and risksassociated with the further development and operation of the management system. In the explanation of the phenomenon of the uncertainty of the management environment, factors such as scientific and technological progress, the development of the legislative base, various random fluctuations in the vital activity of people can act. The situation of uncertainty is very pessimistically expressed in the laws of Murphy: if something bad may happen, it will certainly happen.Thus, the reason for the appearance of control is:

1. The uncertainty of the external environment (Factors: Laws, Competition, Social and Cultural Values). Uncertainty factors constantly affect the plans and programs for the development of any management system. In order to respond in a timely manner to changes in the external environment and take adequate measures, management needs the necessary analysis of the influencing variables and evaluating these variables.

2. Uncertainty associated with the action of other control systems. Competitive influence always puts pressure on the management system, forcing it to constantly monitor its development.

3. Uncertainty of values \u200b\u200band behavior of people. Plans and development programs are accepted and developed by people. A person always adheres to such behavior, which is preferable for him and does not always meet the requirements of labor discipline, instructions and anoint.

Control in the control system is a process by which the managers track the activity of the management system and ensure that this activity is compliance with the specified goals and plans.

Control in the control system is carried out using direct and inverse relations between the subject and the control object.

 Direct links have direct control over the control object.

 Feedbacks carry certain information about the validity of the measures taken and control procedures, the behavior and interests of the management object.

Establishing standards and criteria for the management of the management system, which are selected at the planning stage from numerous goals and development strategies; Standards call measured indicators for which you can determine how far the management system has advanced in the implementation of the planned target;

Collection, processing and analysis of information about the actual state of affairs. Here the method of scientific monitoring of employees can be applied, collecting statistical information reflecting the dynamics of controlled indicators, oral and written reports;

Comparison of the data obtained with scheduled indicators, standards and standards;

Identification of deviations, violations and analysis of the reasons for their appearance;

Development of a system of corrective actions, activities in order to change the behavior of the object within the specified goal. Based on the analysis of actual results with established standards, the head selects one of 3 options for corrective actions: nothing to do; Take measures to bring actual indicators in accordance with the standards (such measures may be: reorganization of the structure of the management system, the redistribution of working tasks, the modernization of production, retraining staff); Review standards.

Effectively organized control is primarily aimed at effectiveness, which means that its main features should be the following:

 compliance of the work performed;

 timeliness;

 efficiency;

 Easy;

 Orientation for the result;

 This is voluntary observance by people of certain restrictions regulating behavior. M. Deber believed that people voluntarily comply with certain restrictions on the freedom of action, because they believe in the liotnotnology of the existing system of power.

 Reconnect control and responsibility. This relationship suggests the existence of 2 types of control: negative - it is reduced only to the detection of errors and the requirement to correct them and positive is a system of control activities aimed at preventing possible deviations from the specified standards.

As a category of control theory Control - this is a special type of management relations beginners to form at the time of legal consolidation of the management entity and including: collecting and processing information about the trajectory of the controlled object, comparing it with specified parameters, detecting deviations, analysis of the causes of deviations and adopting corrective influences.

Based on this understanding of the essence of control, the following types of control can be distinguished in the implementation form in the control system:

1. Pre-control is carried out before the actual start of actions and focuses on:

Human resources (professional knowledge, skills, qualifications, health condition),

Material resources (setting quality standards for materials used in the process of production of goods or services);

Financial resources (budget drawing, the establishment of limit costs for specific activities).

2. Current control is carried out during the work. Select 2 types: Guiding current control - allows you to constantly monitor and manage actions of actions or various operations; Filtering current control - allows you to establish intermediate "filters" when passing which the action can be stopped or continued.

3. Final control - control over the results. It is carried out when the work is made on the basis of comparing its results and various characteristics with existing control standards. This type of control gives management information about the degree of realism of the plans compiled by him, allows to analyze the problems and make adjustments to new plans; Assess the degree of efficiency of the various divisions and distribute remuneration on the results of the work.

In the practice of management also allocate formal and real control.

Formal control is carried out to comply with the external form, order, focused on private, individual elements in the structure of the control object, evaluates the completed activity.

Real control - control of genuine conditions of reality, facts, focused on the entire object of control in general and its development in the future.

To study the motivation of a person, many scientists have developed various motivation theories that evaluate the factors affecting it. For the most part, they are concentrated to study the needs and influence of their motivation, describe their content and structure.

Frederick Herzberg offered a two-factor theory of motivation based on the experience of studying the problems of labor and activities of companies.

The Theory of Motivation of Herzberg was developed by him in 1959 in order to clarify the foundations of satisfaction or dissatisfaction with the person, as well as identifying the reasons for increasing and reducing labor productivity.

For this, a survey of 200 engineers and employees of one large enterprise producing paints and varnishes was carried out. Participants were proposed to describe the situation in which their attitude to work was positive and they had a desire to work, and situations in which the attitude to work was, on the contrary, negative, felt dissatisfaction, and there was no desire to work at all.

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

Hygienic factors

Hygienic factors, or health factors, are those factors that are related to the environment in which the work itself occurs. Among the most important hygiene factors are allocated:

• Policy of the company and administration;
• Comfortable working conditions;
• Safety;
• Acceptable illumination, heating, etc.;
• Salary;
• Schedule;
• The presence of paid hospital;
• Availability of paid holiday days;
• Carrying out activities for social security, health and other social programs;
• Relationship with leadership and colleagues;
• Direct control level.

Hygienic factors practically do not cause a complete sense of satisfaction and the human activity does not have any activation impact. But due to the presence of them, you can prevent the sense of dissatisfaction; If they are absent, it can be the cause of the appearance of feelings of displeasure, dissatisfaction or irritation in personnel.

The presence of this group of factors leads to a state when there is no dissatisfaction with the work, but also there is also no satisfaction with the work, since it is characterized by positively hygienic factors. This is something for granted. Negatively characterized by hygienic factors can, in turn, lead to complete dissatisfaction with the work.

From here, we can conclude that the conditions in which work is made, as motivating factors cannot be considered. Probably, most people would have worked with pleasure in a pleasant atmosphere, but, based on this theory, a purely slid workshop can hardly become substitutes for the work itself, from which a person enjoys or recognizing his merit.

According to the theory of Herzberg, employers seeking to increase the motivation of staff by improving wages will eventually disappointed, since after employees are accustomed to a new level of material remuneration, it will most likely be considered as a hygienic factor. From this point on, increased payments will cease to motivate people. Human psychology is such that it is more motivated by the desire to have something, rather than the fact that he already has this something.

Motivating factors

Motivating factors, or motivators are associated directly with the essence and nature of the activity itself. They assist an increase in the degree of satisfaction with work and are considered as an independent need for the needs that can be generally called growing needs.

Key motivators include the following:

• Public acceptance;
• Degree of responsibility;
• Success;
• The presence of opportunities to grow professionally;
• Interesting content of activities;
• Service position.

Public recognition can give a person a sense of self-esteem and dignity that the head must talk about the need to bring to the employee of feedback on the perfect work done. Another essential factor is the worker's activity itself. It should be borne in mind that monotonous work usually does not bring satisfaction, but a variety of content and creative activity, on the contrary, stimulates to increase, prevents absenteeism and late. In addition, for most people a good motivator is a career growth or additional responsibility.

Advantages and disadvantages of theory

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

• Satisfaction and dissatisfaction with activities are two independent measurements from each other, which can clearly be displayed on two different charts;
• There is a whole group of factors that affects the first schedule "Satisfaction with activities - no satisfaction with activities", and a group of other factors that affect the second schedule "dissatisfaction with the activities - no dissatisfaction with the activities."

Herzberg formula formula looks like this: working conditions and the situation at work + motivating factors \u003d satisfaction condition. Another equality is also displayed: working conditions and environment - motivating factors \u003d zero effect

Between the two-factor theory of F. Herzberg, you can spend some parallels with the pyramid of the oil: hygienic needs correspond to the lowest level of the needs of the oil, and accordingly motivating factors - the highest levels of needs.

The two-factor motivation theory of Herzberg is a new explanation of the mechanisms of motivation of people in the process of their employment. Earlier, attempted to improve the motivation of subordinates, attempts to improve working conditions, increase wages, provide special benefits, in other words, attention was focused on hygienic factors. But such attempts and solutions of the necessary results were not given, since they did not affect the motivation of employees. In many organizations, attempted to use the basic provisions of the theory of Herzberg, which actually showed their effectiveness.

However, even taking into account the effective experience in the practice of the theory of Herzberg, many organizations, a number of critical comments were put forward towards the theory:

• As a source of motivation, both motivating and hygienic factors can act as defined by the needs of a particular person;
• The lack of motivators can lead to the state of dissatisfaction with activities, and hygienic factors with successful use 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 different with the opinion of Herzberg;
• The motivation growth system should be built taking into account the possible behavioral characteristics of the person and the characteristics of the external environment.

Listed comments are proof that motivation should be considered as a likely process. The fact that in a certain situation of one person will motivate may in another situation there is no impact or on another person in a similar situation.

Theory of Motivation Frederick Herzberg

The prompting of employees of the enterprise to implement the goals and tasks set in front of them is an objective necessity. The motivation is carried out by labor motivation. Motivation is one of the most important functions of staff management. The motivation of the employee or their group to activities 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.

The motive is an internal motive force; Desire, attraction, orientation, internal installation.

Stimulus - material, moral or other promotion (reward).

The essence of motivation (stimulating) is to choose for an employee or their groups of optimal incentive stimuli, corresponding to the motives of people's behavior. Thus, the basis of motivation is the identification of the motives of the employee. Modern motivation theories are based on the results of psychological and sociological studies and are aimed at determining the list and structure of people for specific production. Under the need for this case it is understood as awareness of the absence of something essentially important for the person who encourages action.

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

Frederick Herzberg in the second half of the 1950s. Developed a motivation model based on needs. In this model, he allocated two large categories by calling them "hygienic factors" and "motivation".

According to the theory of Herzberg, these two groups of factors lead to different results. If motivation factors lead to satisfaction with labor, then hygiene factors - only to the absence of dissatisfaction. Following the theory of Herzberg, the head must initially ensure the presence of hygiene factors and then motivation factors. And then the staff will feel complete satisfaction with labor. Hygienic factors are associated with the environment in which work is carried out, and the motivation is related to the character itself and the essence of work.

According to the theory of Herzberg, the normal level of these factors does not strengthen the positive motivation of labor behavior. Dissatisfaction with any of these factors weakens motivation, from this theory it follows that it is necessary to strive first of all to eliminate discontent with the factors of the second group, and then use positive motives in stimulating due to the impact on the factors of the first group.

First group:

Labor successes.

Recognition of merit.

Actually labor process.

The degree of responsibility.

Official growth.

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

Second group:

Guarantee preservation of work.

Social status.

Dissatisfaction with the company's labor policy.

Working conditions.

The attitude of the immediate boss.

Personal inclinations.

Interpersonal relationships.

Wage.

The main provisions of the theory of Herzberg are as follows:

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

2)there is a strong correlation between satisfaction from work and productivity;

3)the absence of hygienic factors leads to dissatisfaction with the work. In normal conditions, the presence of hygienic factors is perceived as something natural, which leads only to the state of the absence of dissatisfaction and does not have a motivational impact;

4)the presence or absence of motivating factors actively affects human behavior, causing a state of satisfaction (or lack of satisfaction);

5)for complete satisfaction of the personnel, the presence of hygiene factors (state of lack of dissatisfaction) should be ensured, and then ensure the presence of motivation factors (satisfaction condition). No hygiene factors can only be partially and incompletely compensated for by the presence of motivating factors;

6)in order to effectively motivate subordinates, the leader must be in the essence of work.

According to Herzberg, 69% of the reasons that determine the disappointment of personnel in their work, refers to the group of hygienic factors, while 81% of the conditions affecting the satisfaction with the work are directly related to motivating factors.

According to Herzberg, in the absence or insufficient degree of hygienic factors, a person comes dissatisfaction with his own work. But if they are sufficient, they themselves do not make satisfaction with the work and are not able to motivate a person for anything. Herzberg described the relationship between satisfaction and dissatisfaction with the activities as follows: "The results of our study, as well as the results obtained by me during discussions with other specialists who used completely different methods, allow you to conclude that factors that have satisfied with the work and ensuring adequate motivation are Other and significantly excellent factors than those that cause dissatisfaction with work. Since when analyzing the causes of satisfaction or dissatisfaction, work has to consider two different groups of factors, these two feelings are not directly opposed to each other. The opposite sense of satisfaction from work is its absence, and not dissatisfaction. The opposite sense of dissatisfaction is in turn its absence, and not satisfaction with the work. "These factors meet the physiological needs, security needs A. Oil, i.e. its motivation is comparable with the need The highest levels of the oil. However, the oil considered hygienic factors as something causing a certain behavior strategy. If the manager makes it possible to satisfy one of these needs, the worker in response to it will work better. Herzberg, on the contrary, believed that the employee begins to pay attention to hygiene factors only when they find their implementation inadequate or unfair. According to the theories of Herzberg, hygienic factors do not motivate workers, but only reduce the possibility of a sense of dissatisfaction with work. In order to achieve motivation, the head is obliged to ensure the presence of motivating factors. To effectively use this theory, you need to make a list of hygienic and especially motivating factors and at the same time give an employee to determine and point out that he prefers and reckon with his desire.

Herzberg hygienic factors:

1.policy of the company and administration;

2. conditions of work;

Earnings;

.interpersonal relations of chiefs with subordinates;

.the degree of direct control of work.

It should be paid to the fact that the Herzberg made a paradoxical conclusion that the wage is not a motivating factor. Indeed, the wage is in the category of factors leading to satisfaction or dissatisfaction with the work.

Practical orientation of the theory

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

motivation staff Herzberg

Table 1. Satisfying hygienic and motivating factors in the organization

Motivating factors satisfying the devotegigenic factors satisfied with the percentage of personnel with avoidance motivation. Experts with achievable motivation less often, but also can fall into this organization, but for a short time. The staff seeks to minimize their labor efforts (heat, light, they pay well - why still work?) This is a harmonious personnel motivation system. All possible conditions for labor have been created, and the work is well and fairly paid. Special staff turnover and large problems with staff recruitment are met, since such a company has nothing to attract personnel and, even more so, it has nothing to keep it here is mainly specialists with achievable motivation and insufficient experience. Work. Such a company is attractive as a stage in professional growth, as it is associated with achievements, self-realization, professional, and maybe career growth. The minuses are that the stage is short. "Rose" employee - and went to make money to another company

The practical orientation of the theory of Herzberg is that the manipulation of labor factors makes it possible to influence the satisfaction of the personnel. In order to effectively use the theory of F. Herzberg, it is necessary to make 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 is able to provide the highest possible participation of personnel in the affairs of the company: from the adoption of independent and responsible solutions in their workplace to complicity in innovative programs of the company. Many organizations tried to realize the theoretical conclusions of Herzberg through labor enrichment programs when work is rebuilt and expands so as to bring more satisfaction and remuneration to its direct performer. Labor enrichment is aimed at structuring labor activity in such a way as to give to feel the Contractor the complexity and significance of the case entrusted to him, independence in the choice of decisions, lack of monotony and routine operations, responsibility for this task, the feeling that a person performs 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 range of work from the house is completely compensated for by an employee of earnings, as well as working conditions, work schedule, etc., provided that these issues are not fundamental to the employee. What about motivating factors? This is what is associated with deeper human needs, and the substitution of their satisfaction (if an employee has achievable motivation) is possible only for short time. Nevertheless, many of the motivating factors are also directly related to money, as a material expression of the assessment of professional success, 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 their research, F. Herzberg made several conclusions:

· the absence of hygienic factors leads to dissatisfaction with labor;

· 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 has no motivational impact;

· the greatest positive motivation effect is achieved with the help of motivating factors in the presence of hygiene factors.

1.It is necessary to make a list of hygienic and especially motivating factors and allow subordinates to determine most preferred.

2.Officers should be differentiated and carefully approaching the use of different incentives and in the case when the lowest level needs are sufficiently satisfied, not to bet on hygienic factors as basic.

.Manager should not spend time and means to use motivating factors as long as the hygiene needs of employees are satisfied.

.Motivating factors are effectively used under such conditions:

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

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

o. if employees are allowed to independently make a schedule of their work;

o. if subordinates carry a certain material responsibility;

o. if they can openly and nice to communicate with the leaders of all levels of management;

o. if subordinates are reported to work on the entrusted site.

5.Having survey among employees, Frederick Herzberg defined two types of factors that affect labor productivity. The first group he designated both hygienic (support) factors. They do not create motivations, but only provide the most comfortable working conditions. This group does not provide satisfaction from work, but it affects its emotional perception. To the hygienic motif group, the two-factor theory of the Motzberg motivation belongs to such factors as: relationships with the authorities, the amount of remuneration obtained, the working conditions (both actually hygienic and psychological), etc.

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

.Thus, the theory of the motivation of Herzberg proves the presence of two types of independent factors in a person's life: hygienic and motivational. Some reduction of classical teaching The author substantiated that all physiological processes are currently mainly considered satisfied, thus it is advisable to consider only social needs as motivating factors. Interestingly, the author has taken a financial remuneration to hygienic factors, explaining this opinion by the fact that finances as such only provide basic physiological needs, but they do not allow a person to feel significant, first of all in their own eyes.

.Interesting conclusions from the described theory: managers are invited to very closely monitor the methods of stimulation of workers, determining what kind of needs requires one or another encouragement, and not to offer encouragement of the second group before hygienic needs are satisfied.

.In simple language, if you did not provide good wage, comfortable working conditions, should not speak with a worker about a possible personal growth. Alternatively: If all its basic needs are provided, be sure to open it the prospects and charming further self-improvement - this is how to formulate the main idea of \u200b\u200bthe theory of the Motzberg motivation.

Critical comments on the theory of Herzberg

The Herzberg model leaves the possibility of criticism.

.This approach at first glance resembles several modified hedonism (look for pleasure, avoid chagrins), where the concept of pleasure is replaced by a self-expression. The traditional objection to hedonism (for example, that we cannot directly look for pleasures or avoid chagrins, and we can only look for a course of action, the consequence of which there would be grieving or pleasure) in this case, it seems less relevant, since the Herzberg just defines those conditions which cause suffering or psychological growth.

.N. King argues that the controversy about the two-factor theory of Herzberg is largely caused by the not enough financial wording.

According to King, the most likely version is as follows: All motivators, taken together, make a greater contribution to satisfaction from work than a set of hygiene factors, and all hygienic factors, taken together, make a greater contribution to dissatisfaction with the work than the totality of motivators.

King argues that further research on the method of identifying critical situations would have to show that in general, motivators are mentioned in situations of the greatest satisfaction more often than general hygienic factors, and hygienic factors are generally mentioned in situations of the greatest dissatisfaction more often than all the motivators in general . Even if we agree that such conclusions are possible, to what extent do they confirm the hypothesis? The fact that when repeating the study by the Herzberg method was obtained, in general, similar results, simply confirms the correctness of the initial results, but little tells us about the correctness of the thesis. Indeed, the results of other studies obtained, in particular, K. Lindseem, E. Marx and I. Torla, Houilin and A. Smith, argue that motivators and hygienic Factors can cause both satisfaction with work and dissatisfaction with it.

King, in any case, indicates that the version that seems to give preference to Herzberg, was not confirmed in studies conducted by methods other than the methodology critical situations and that the theory of Herzberg may simply reflect the subjectivism and bias characteristic of self-surveillance methods. Leaders, if they propose to describe exclusively favorable situations, naturally, will take advantage of the opportunity to talk about their successes; At the same time, if they ask them for exclusively adverse situations, they will seek to blame other people in their failures or will be sick on objective circumstances . This is consistent with the theory, according to which people tend to change the perception of causing connections in such a way as to maintain or improve their self-esteem; When people successfully cope with some kind of task, they believe that they owe their success to themselves, but they are not inclined to explain their mistakes.

.Finally, D. Schwab and L. Camings indicate that evidence used to justify the background satisfaction leads to action have not been experimental.

The two-factor theory of Herzberg shed a new light for the maintenance of labor motivation. Before her appearance, managers focused their attention, mainly on hygienic factors. When colliding with moral problems, a typical solution was to increase wages, an increase in additional benefits and improved working conditions. However, it was found that such simplified solutions in reality "do not work." This fact led managers to a stupid situation when they paid a higher salary, offered an excellent package of additional benefits, provided very good working conditions, and the motivation of workers remained at the same level. The theory of Herzberg offers an explanation of this problem - focusing on the attention exclusively on hygienic factors, managers do not motivate their staff. Probably, few workers or managers think that they do not deserve an increased salary. On the other hand, there are many workers and managers who experience a sense of dissatisfaction, believe that there is an insufficient increase.

This simple observation shows that hygienic factors are important to eliminate dissatisfaction, but do not lead to satisfaction. Herzberg was probably the first to formulate the idea that hygienic factors are absolutely necessary to preserve human resources of the organization. However, in accordance with the understanding of the butter, when dissatisfaction withdrawn due to the satisfaction of hygienic needs, which is typical for most modern organizations, these factors cease to motivate workers.

According to the theory of Herzberg, the staff will motivate only the work requiring certain efforts and ensures the possibilities of achievements, recognition, responsibility, promotion and growth. Although the two-factor theory of Herzberg is widely used in the educational literature and matters for practitioners, with an academic point of view, it undoubtedly too much simplifies the motivation of work.

When the researchers retreat from the methodology of the critical situation used by Herzberg, they could not identify two groups of factors. It turns out that there are factors related to work, which cause both satisfaction and dissatisfaction. These studies indicate that by and large, the two-factor theory does not find confirmation in various situations, in other words, cannot be used as universal.

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