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To study a person over the past decades, scientists have developed many different theories of motivation that evaluate the factors that affect it. For the most part, they concentrate on the analysis of needs and their impact on motivation, describe their structure and content. All of them are designed to understand what motivates people to work.
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 by Frederick Herzberg, an American social psychologist who specialized in work and company performance and who became one of the most influential personalities in business management.
Herzberg's two-factor theory of motivation was developed in 1959 by Frederick Herzberg and his colleagues - their goal was to find out the reasons for satisfaction and dissatisfaction with a person's activity, as well as to identify the reasons for increasing and decreasing labor productivity.
To do this, scientists conducted a survey of two hundred engineers and employees of one large organization working in the field of coatings. Participants had to describe those situations when their attitude to work was positive and they had a desire to work, and situations when their attitude to work, on the contrary, was negative, and there was a feeling of dissatisfaction, but there was no desire to work at all.
The results of this study allowed Herzberg to conclude that job satisfaction depends on its internal and content characteristics, and dissatisfaction depends on the external characteristics of the work and its context. The result was that all the factors that influence human activity in production situations were divided into hygienic and motivating.
hygiene factors
Hygiene factors, also called health factors, are factors that are associated with environment where the work itself takes place. The term "hygienic" was borrowed by Herzberg from medical terminology, in which it refers to factors that help maintain health, but not necessarily improve it.
Among the most important hygiene factors the following can be distinguished:
- Company policy and administration
- Safety
- Comfortable working conditions
- acceptable illumination. good heating etc.
- Schedule
- Salary
- Availability of paid holidays
- Availability of sick leave
- Carrying out activities in the field of social security, health care and other social programs
- Relationships with colleagues and management
- Level of direct operation control
Hygienic factors almost never cause a complete sense of satisfaction and do not have an activating effect on human activity. However, due to their presence, a feeling of dissatisfaction can be prevented; if they are absent, this can cause a feeling of dissatisfaction, discontent and irritation among the employees of the organization.
The presence of this group of factors leads to the appearance of a state when there is no dissatisfaction with the work as such, but there is also no job satisfaction, because positively characterizing hygiene factors are a matter of course. Negatively characterized hygiene factors, in turn, can lead to complete job dissatisfaction.
It follows from this that the conditions in which work takes place cannot be considered as motivating factors. Probably most people would be happy to work in a pleasant environment, but, based on this theory itself, a clean shop or machine can hardly be a substitute for the work itself, from which a person can enjoy or public recognition of his merits and achievements.
According to Herzberg, those employers who seek to increase the motivation of their employees by increasing wages, in the end they will be disappointed, because after employees have already got used to the new level of wages, most likely they will consider it as a hygienic factor. And from the moment when the increased payments become a regular component of the salary, they will immediately cease to motivate people. a person is such that he is more motivated by the desire to have something than by the fact that he already has it.
Although quite big number managers are of the opinion that a well-thought-out system of encouraging the work of employees is a motivation enhancer, in fact, it turns out that any such system will be considered for granted: it will, of course, maintain a sense of satisfaction, but will not create it at all.
Motivating factors
Motivating factors, also called motivators, are directly related to the essence of the activity itself and its nature. They contribute to an increase in the level of job satisfaction and are considered as an independent group of needs, which, summarizing, can be called growth needs.
The main motivators include:
- Success
- Public acceptance
- Interesting activity content
- Opportunity to grow professionally
- Degree of responsibility
- official position
Public recognition gives a person a sense of self-respect and dignity, which should tell the manager about the need to provide feedback to the employee about a job well done. Another significant factor is the work itself. It must be borne in mind that monotonous work does not bring satisfaction, and creative and diverse activities, on the contrary, stimulate growth, prevent lateness, absenteeism, etc. In addition, for many people, career growth and the presence of additional responsibility are an excellent motivator.
Herzberg's findings
In the course of his research, Herzberg came to the following conclusions:
- Satisfaction and dissatisfaction with the activity are two independent measurements that can be clearly displayed on two different graphs;
- There is a whole group of factors influencing the first graph "satisfaction with activity - no satisfaction with activity" (motivating factors), as well as a group of other factors affecting the second graph "dissatisfaction with activity - no dissatisfaction with activity" (hygienic factors).
The formula derived by Herzberg is as follows:
- Work environment and working conditions + motivating factors = state of satisfaction
- Work environment and working conditions - motivating factors = zero effect
Summary
Between the two-factor theory of motivation by Frederick Herzberg, certain parallels can be drawn with: the hygiene needs of Herzberg's theory correspond to the lowest level of needs of the Maslow pyramid, and motivating factors correspond to the highest level of needs, respectively.
Herzberg's two-factor theory of motivation was a new explanation of the mechanism of people's motivation in the process labor activity. Previously, to increase staff motivation, attempts were made to improve working conditions, increase wages, provide special benefits, in other words, attention was paid to hygiene factors. But these attempts and solutions did not give the necessary results, because. they had no effect on employee motivation. Subsequently, in many organizations, attempts were made to implement the basic provisions of Herzberg's theory, and in fact they have shown their effectiveness.
However, despite effective application Herzberg's theory has been put into practice by many organizations, several criticisms have been made towards the theory:
- The source of motivation can be both motivating and hygiene factors, which depends on the needs of each individual person;
- The lack of motivators can lead to a state of dissatisfaction with the activity, and well-formed hygiene factors can lead to a state of satisfaction, which depends on each specific situation;
- Not in all cases, the state of satisfaction with the activity leads to an increase in labor productivity, which is significantly at odds with Herzberg's assumptions;
- The system of increasing motivation should be created taking into account all kinds of behavioral characteristics of people and the characteristics of the environment.
All these remarks are evidence that motivation must be considered as a plausible process. What will motivate one person in one situation may not have any effect on him in another situation, or another person in a similar situation.
Thus, we can summarize: Frederick Herzberg, of course, made a significant contribution to the understanding of human motivation, but in his theory he did not take into account the many variables that determine situations related to motivation. Further research by scientists led to the creation of process theories of motivation.
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 disappointment 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.Because when analyzing the causes of job satisfaction or dissatisfaction, one has to consider two different groups of factors, these two feelings are not directly opposed to each other.The opposite of job satisfaction is its absence, but 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 the needs 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 relationships bosses 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 complete task. 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, not to 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 can now be basically considered satisfied, thus it is advisable to consider only social needs as motivating factors. Interestingly, the author attributed financial rewards to hygiene 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 incentives of the second group until the hygiene needs are satisfied.
.talking plain language If you have not provided good pay, comfortable working conditions, you should not talk with the employee about possible personal growth. And vice versa: if all his basic needs are provided, ALWAYS open to him the prospects and charms 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 simply 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 World for maintenance 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 more high salary, offered an excellent package of additional benefits, provided very good conditions labor, 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 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 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 groups 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.
This is 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
Herzberg's theory, which is based on 2 types of human needs with motivating and hygienic factors. The two-factor theory was called by Frederick Herzberg, an American psychologist in 1959.
Herzberg's theory briefly consisted in identifying the dissatisfaction and satisfaction of a person during labor activity, the basis for lowering and raising productivity, the return of labor.
Herzberg's theory briefly
Scientists led by F. Herzberg conducted a survey of a large team (200 people) of employees and engineers who worked in a fairly large paint and varnish company.
Participants had to describe detailed situations: in which case, they had a desire to work and positive emotions. Another case when there was no desire to work, and dissatisfaction was felt.
In conclusion, the study found that there are:
- hygienic factors, when satisfaction with the task depends on its content and internal characteristics.
- motivating factors, when a person's dissatisfaction depends on its content and external characteristics of the task, work.
Herzberg theory of motivation
Motivating Circumstances are directly connected with the work, with its character, and hygienic- with the outside world, the environment where the work is performed.
The hygiene factor got its name from the noun - "hygiene", taken from the medical dictionary, which means "warning".
Hygiene circumstances should help maintain the health of working people, but there is no mandatory improvement.
The main hygiene factors include:
- The manager's interest in the employee;
- Convenient work schedule;
- The presence of social package;
- Decent pay for work;
- Compliance with safety regulations;
- Carrying out planned activities in the field of social and production programs: health care, equipment renewal;
- Normative conditions of the work shift (illumination, air humidity, heating);
- Friendly working atmosphere (with colleagues, management);
- Additional work control.
The presence of the listed circumstances of "health" partially remove the dissatisfaction with the work itself.
In practice, hygienic circumstances never fully satisfy.
Motivating factors
In another way, these factors are called contributing factors that encourage the employee to improve the performance of their duties, the person's needs to increase personal growth.
The "motivators" are:
- Labor success;
- Highly professional lifting;
- position in society;
- Interesting and favorite work activity;
- Responsibility for the work done;
- Promotion, increase in rank.
Recognition of the team, management of you as a specialist gives the employee a sense of self-respect and dignity. It is important to hear the words of gratitude from the head about the quality of the task performed by the employee.
Stimulates personal growth meaningful and creative work, and the monotonous robot will not deliver admiration.
Herzberg's theory of motivation
Herzberg's theory of motivation is based on 2 main phenomena: hygienic and motivating.
If there are no hygienic reasons or they are not enough, the employee is dissatisfied with the task, work.
And if there are enough hygienic factors, then they themselves do not cause pleasure at work and will not be able to motivate the employee for improved results.
The main thing is that they cause great pleasure, create a motive for increasing efficiency in work, and only if there are sufficient hygiene factors.
If an employee is not satisfied with the hygienic phenomena, he has no desire to do work.
If he is satisfied with the hygienic circumstances, then he works serenely. But there is no motivation to work with full dedication.
Consequently, hygienic positive factors keep the employee at his previous job. Hygienic negative factors lead to complete dissatisfaction with the task, work.
A number of motivating phenomena implies that any employee is able to work motivated when the goal is visible and considers it feasible. Inadequacy or deprivation of motivating phenomena does not lead to job dissatisfaction. But the presence of causes of motivation gives pleasure and directs a person to the most productive labor process.
Psychology of the human mind
Herzberg's theory of motivation, his opinion on raising wages for employees, interprets: employers will be disappointed, try to increase the motivation of employees who will eventually get used to the new salary, and will be regarded as hygienic circumstances.
The employer believes that the reward system is a specific enhancer of the motivational direction. Such a system will become a habit, for granted. Of course, satisfaction will be felt, but soon they will cease to motivate the employee.
Theories of motivation Herzberg and Maslow
Motivation theories were studied by scientists all over the world, who had their own versions. The main task is to motivate people to work. The developers focused on the study of needs and motivational influences, displayed the essence and their structure.
F. Herzberg called his theory "Theory of Job Satisfaction". He was an authoritative person in the field of business and its management and dealt with labor issues, the activity of the company.
In the theory of motivation F. Herzberg and with a spiral Maslow's needs a lot in common. According to Herzberg's theory, hygiene requirements are compared to the smallest stage of Maslow's needs. Motivating circumstances correspond accordingly to a high degree of needs.
Using the two-factor theory, Herzberg introduced new explanations of human motivation in the labor process. Attention was mainly paid to the 1st group of phenomena: hygienic. By increasing earnings, personal benefits, improving working conditions. But the intentions and efforts did not give achievements, because this motivation did not affect the workers. But many enterprises have adopted the basic points of Herzberg's theory, which have brought their effectiveness.
Critical notes on Herzberg's motivational theory have been put forward by many companies:
- Depending on the needs of a particular employee, both hygienic and motivating phenomena can be a motivating beginning;
- An insufficient number of "motivators" can provide dissatisfaction at work, and the formed hygienic circumstances can raise job satisfaction, if we consider a certain condition;
- Not all states of job satisfaction increase the percentage of work productivity, which differs from Herzberg's theory;
- The system of increased motivation is necessarily considered taking into account the behavioral actions of people and features - characteristics of the work environment.
With his theory of motivation, Herzberg made a certain contribution to the perception of employee motivation, but did not take into account much. In the future, other scientists took up the formation of the procedural theory of motivation.
October 28, 2013
Herzberg and his collaborators surveyed 200 engineers and office workers one paint company. The questionnaire consisted of only two questions:
- Can you describe in detail when you felt especially good after performing your duties?
- Can you describe in detail a time when you felt particularly unwell after performing your duties?
Hygienic factors in Herzberg's theory
According to Herzberg's theory, hygiene factors are related to the environment in which work is carried out.
So, hygiene factors can be:
- company policy and administration,
- normal working conditions
- decent income,
- status,
- interpersonal relationships with superiors, colleagues and subordinates,
- the degree of direct control over the work.
According to Herzberg's theory, in the absence or insufficient degree of presence of hygienic factors, a person develops job dissatisfaction. If they are sufficient, then by themselves they do not cause job satisfaction and cannot motivate a person to do anything. But their sufficiency causes satisfaction and creates a motive for increasing the efficiency of labor activity.
Motivating factors in Herzberg's theory
According to Herzberg's theory, motivating factors are internal factors associated with the very nature and essence of the work.
Motivating factors are, for example:
- success,
- career advancement,
- recognition and approval of the results of work,
- a high degree of responsibility for the work performed,
- opportunities and business growth.
Criticism of Herzberg's theory
But criticism also did not bypass the theory of Friedrich Herzberg.
First, it has much in common with Maslow's theory. That is, hygiene factors are similar to physiological needs, and motivating factors are similar to the needs for communication, recognition and self-development. Therefore, the criticism is the same as Maslow's - hygienic (physiological) factors are not dominant.
Secondly, Herzberg's theory of motivation does not take into account the many variables that determine the situations associated with it. What motivates this person in a certain situation, may not have any effect on him at another time or on another person in a similar situation. In order to apply Herzberg's theory, it is necessary to consider numerous aspects of people's behavior in the course of their work and environmental conditions.
Application of Herzberg's theory in management practice
According to Herzberg's theory, in order to achieve motivation, the leader must ensure the presence of both hygiene and motivating factors.
That is, it is necessary to do something so that the work brings more satisfaction, and its direct performer is also rewarded. It is necessary to let the performer feel his significance, as well as the importance of the task he is performing. Give him independence in the performance of work. But it should be remembered that this method is not suitable for motivating all people and not in all situations.
When applying Herzberg's theory in practice, it was found that most often in organizations with enough high level education and, accordingly, wages, management needs to be more attentive to their employees, listen to their personal problems, in order to ensure the influence of others motivational factors to increase labor productivity.
For example, it is possible to carry out activities to create a healthy social and moral climate in the team, which will contribute to the greatest satisfaction from work.
For the most effective use of Herzberg's theory in practice, it is necessary to develop a list of hygiene factors and motivation factors and provide an opportunity for employees of the organization to determine and indicate what they prefer.
