“Abstract” This paper covers articles written by third party sources and one article written by Frederick Herzberg himself. The main focus of Mr. Herzberg’s theory of management is job satisfaction and its related factors. Unlike my previous papers, this paper specifically focuses on the Herzberg theory and aims to provide a detailed explanation.
“Introduction” The subject of this paper is the Herzberg theory, and its purpose is to explain Mr. Herzberg’s management theory.
The Herzberg theory is based on five different sources, namely (Accel-Team, 2005), (Chapman, 2004), (Gawel, 1997), (Herzberg, 2003), and (NETMBA, 2005). These sources either wrote about or published Mr. Herzberg’s theory. The aim of this paper is to comprehensively cover all the aspects that Mr. Herzberg based his theory on. Moreover, the organization of this paper closely follows Mr. Herzberg’s theory. “Thesis”
The primary topic of this paper is the various methods utilized to inspire employees. The examination and documentation conducted by Mr. Herzberg regarding employee motivation serve as the foundation. The main focus will be on the motivators identified in Mr. Herzberg’s published studies, as well as the data acquired from charts and surveys presented by him. Mr. Herzberg initiates his analysis by exploring three approaches to motivation that involve the use of KITA (Kick In The Ass). The initial approach involves physically assaulting an employee in order to prompt them to act in accordance with one’s desires, referred to as negative physical KITA.
The second method involves using psychological or emotional methods to manipulate an employee into doing what you want, known as negative psychological KITA. The third method involves offering rewards or incentives to an employee in order to achieve the desired result, known as positive KITA. Both approaches have their advantages and disadvantages. However, it is important to note that positive KITA is also not ideal. The reason for this is straightforward – many incentives are sacrificed in exchange for employee performance.
Increasing salaries and benefits, time off, costly training, and meeting employee demands are all reasons why positive KITA is not a good management strategy. A manager’s main goal is to get work done. This can be achieved by motivating employees through added responsibility, making them feel accomplished. Empowering them with valuable resources will enhance their productivity.
No KITA will be necessary to motivate employees anymore. “The Herzberg Theory” is a research on various work environments and individuals from different occupations. Initially, Herzberg conducted research on a small section of the workforce, but the theory has since evolved with each subsequent study. Many companies and managers have also drawn the same conclusions as Mr. Herzberg based on this theory. It can be observed that regardless of the industry or occupation being studied, the same findings can be found in all case studies.
Herzberg’s theory addresses two subjects: motivation and hygiene. Both of these areas were identified simultaneously as they both played a role in determining employee satisfaction and dissatisfaction. The term “motivators” refers to the positive factors that emerged from Herzberg’s research. Motivators are essential for employees to attain satisfaction and include achievements, recognition for accomplishments, the nature of the work, responsibility, and opportunities for growth or advancement. Employees have expressed contentment with their jobs when they are involved in the aforementioned aspects.
This means that employees are not dissatisfied when motivators are absent, but rather, there is a lack of satisfaction. Therefore, it can be concluded that employee motivators directly result in employee satisfaction. “Hygiene” refers to the negative factors identified in Herzberg’s studies. These factors include company policy, administration, supervision, interpersonal relationships, working conditions, salary, and security. When employees experienced dissatisfaction, these factors were typically associated with their discontent. On the other hand, when hygiene factors were present, dissatisfaction was absent.
According to Mr. Herzberg, employees were not necessarily satisfied even if certain factors related to job growth and motivation were present. These factors include achievement, recognition for achievement, the work itself, responsibility, and growth or advancement (Herzberg, 2003, 7). On the other hand, dissatisfaction-avoidance factors, which are extrinsic to the job and referred to as hygiene factors or KITA, consist of company policy and administration, supervision, interpersonal relationships, working conditions, salary, and security. A number of surveys have been conducted since the development of Herzberg’s theory, which serves to support his theory regarding employee satisfaction.
According to the surveyed employees, their greatest motivator is achievement. The factor that had the greatest impact on them in terms of job dissatisfaction is company policy and administration. Mr. Herzberg’s studies and other investigations have confirmed that the factors that result in job satisfaction and motivation are different from those that cause job dissatisfaction (Herzberg, 2003, p.6). The surveys conducted by Herzberg suggest that motivational factors are responsible for 81% of job satisfaction.
Regarding job dissatisfaction, hygiene factors accounted for 69% of the contributing factors. Herzberg conducted studies on job enrichment and found that improvements in job satisfaction can be achieved. The study observed two groups of workers for six months. The first group, known as the achieve group, outperformed the second group, which served as the control group. The second group maintained their usual work methods and tasks remained unchanged. In contrast, the workers in the achieve group experienced changes in their work practices and procedures during the initial two months.
Initially, group one experienced minimal improvements. However, after fully implementing the changes and establishing a new routine, the group saw a significant increase in improvements. Managers and companies today continue to utilize Herzberg’s theory. In fact, more and more companies are adopting Herzberg’s theory or modified versions of it. Some organizations embrace the theory wholeheartedly due to the need for change within the company. “The Steps to Change” involves developing a plan and implementing it in a series of steps, which includes selecting which jobs should be altered.
When deciding to make a change, it is important to be sincere and follow through honestly. It is necessary to create a list of changes and carefully review it, eliminating those that will not be implemented. Additionally, any proposed changes that would diminish employee empowerment should also be eliminated. Establishing a feedback system for the process is crucial. These are all prerequisites for job enrichment. In summary, this paper covers the kick in the ass philosophy, KITA, as the first point. The second point is the Herzberg theory. Separate headings discuss the third and fourth points, which are motivators and hygiene.
The fifth point covered in this paper was the surveys say. Job enrichment and charted information were the sixth point covered in this paper. The seventh and final point presented in this paper was the steps to change. “Conclusion” My thoughts on how the Herzberg theory could be applied in the electronic management environment. Much of what Mr. Herzberg has documented is currently taking place in my workplace. However, negative KITA should make a reappearance in the workplace to stimulate worker pride and productivity again. Managers can learn positive motivational tools from the Herzberg theory.
Empowering employees in the workplace can enhance the relationship between employees and managers. In most cases, encouraging employees to take ownership of their job or tasks yields positive effects. By applying Herzberg theory, managers can effectively obtain the desired responses from employees without any incentives. It is crucial for managers to efficiently utilize their assets, including their employees’ skills and intellect. Lastly, both managers and employees should grow together. The following references provide further information on motivation theory:
– Accel-Team, (2005). 2 Factor Hygiene and Motivation Theory. Retrieved March 26, 2006, from http://accel-team.om.
– Chapman, A. (2004). Frederick Herzberg Motivational Theory. Retrieved March 26, 2006, from http://businessballs.com.
– Gawel, J. E. (1997). Herzberg’s Theory of Motivation and Maslow’s Hierarchy of Needs. Retrieved March 26, 2006, from http://www.newcastleweb.com/schoolhousedoor/hold_princple.htm.
– Herzberg, F. (2003, January). One More Time: How Do You Motivate Employees? Harvard Business Review, R0301F, 3 – 11. Retrieved March 26, 2006, from http://www.hbsp.harvard.edu.
– NETMBA, (2005). Herzberg’s Motivation-Hygiene Theory (Two Factor Theory). Retrieved March 26, 2006, from http://netmba.com.
