Herzberg theory of motivation is actually developed through a study that Frederick Herzberg conducted among employees primarily comprising of engineers and accountants in 1959. He concluded that satisfaction and dissatisfaction in a job arose from not the same factors. The factors that affect job satisfaction are not salary or work environment which are primarily extrinsic factors. Job satisfaction is a result of specific intrinsic motivation factors such as achievement, growth, recognition and meaningfulness of work.
Herzberg theory of motivation tackled incentives by categorizing which aspects fulfil and which generate dissatisfaction. Herzberg concluded from in-depth interviews and surveys that the elements that satisfy employees are not the same as those that dissatisfy them. Factors driving worker dissatisfaction were labelled as “hygiene” factors by Herzberg. He referred to the factors that contribute to satisfaction as “motivators”.
All needs do not create motivation equally
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Until recently, the widely held notion was that needs motivate, and that meeting needs leads to motivation.
Herzberg used a different approach, arguing that not all wants are equal, and that some inspire motivation better than others.
The aspects known as the hygiene factors include appropriate corporate policy, supervision, working conditions, remuneration, and job security.
To properly illustrate this, imagine that you are working in a conflict-ridden workplace. Your office lacks sufficient ventilation and heating, making it hot in the summer and chilly in the winter. Your coworkers are not being kind to you. You would almost likely be unhappy and unmotivated.
Assume, however, that you have all of this sorted out. Your office is now pleasant, your coworkers are enjoyable to work with, and the work atmosphere is free of conflict. Would you do more just because it’s this way? Is that enough to get you motivated to accomplish more? The truth is that while your are no longer dissatisfied, just because they are there does not give you any extra motivation to do more.
In most cases people take the situation for granted and no extra performance is shown because of this. Herzberg says that, these factors in their absence, cause demotivation, but just because they are present, they do not create any extra motivation.
In contrast, let us analyze intrinsic workplace motivators, such as achievement, recognition, fascinating work, greater responsibility, progression, and growth prospects. These are termed as motivators that drive performance in companies.
How do these motivators drive performance?
Motivators, according to Herzberg’s research, are what genuinely drives employees to perform better. As a result, businesses should prioritize incorporating motivational features into work design and rewarding employees with recognition, growth prospects, engaging work, and opportunity for personal achievement. This should be above and beyond the Hygiene aspects, such as strong supervision, wage, perks, and fair business rules.
Explore Herzberg theory of motivation through this video
Next: Learn the differences between intrinsic motivation and extrinsic motivation
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