Herzberg’s Two-Factor Theory Herzberg’s et al. (1959) motivation-hygiene theory, also referred to as the two factor theory or dual-factor theory, was the conceptual framework for this study. Employee job satisfaction is necessary for employee retention and the reduction of employee turnover in organizations (Lu et al., 2016; Torres, 2014). Bryant and Allen (2016) and Franco (2016) noted that employee job dissatisfaction negatively affected the retention of an organization’s workforce. Herzberg et al. noted there are two separate continua; job satisfaction and job dissatisfaction, in the motivation-hygiene theory, and different factors distinctly influence job satisfaction or job dissatisfaction (Herzberg et al., 1959). Herzberg reviewed motivation factors and hygiene factors in relation to employee job satisfaction Workplace motivators are factors that relate employees to the content of their jobs (Herzberg, 1974). Motivators, otherwise known as satisfiers, include (Herzberg, 1974; Vijayakumar & Saxena, 2015).
(a) recognition,
(b) growth opportunity,
(c) achievement,
(d) advancement, and
(e) responsibility.
Workplace hygiene factors include the treatment of employees related to the context of their job and represent environmental and preventive safety conditions of work (Herzberg, 1974).
Hygiene factors, otherwise referred to as dissatisfiers, include (Herzberg, 1974; Vijayakumar & Saxena, 2015).
(a) salary,
(b) interpersonal relationships at work,
(c) company policies,
(d) organizational administration,
(e) working conditions,
(f) supervision, and
(g) job security
Herzberg suggested that satisfiers increase employee retention, whereas dissatisfiers (e.g., low salary or poor working conditions) increase employee turnover.
The two-factor continuum is not designed to produce only job satisfaction or dissatisfaction (Herzberg et al., 1959). The satisfaction and dissatisfaction levels of an employee can remain neutral when the employee senses no satisfiers or dissatisfiers (Herzberg, 1968). Herzberg noted that satisfaction and dissatisfaction are not the obverse of each other. The opposite of job satisfaction is not job dissatisfaction; rather, the opposite of job satisfaction is no job satisfaction. Additionally, the opposite of job dissatisfaction is not job satisfaction, but rather no job dissatisfaction. Herzberg (1968) stated “the fact that job satisfaction is made up of two unipolar traits is not unique, but it remains a difficult concept to grasp” (pp. 75–76). The concept is difficult to understand but important in the comprehension of the two-factor theory. Bell, Sutanto, Baldwin, and Holloway (2014) provided an example referencing an employee receiving a pay raise and different pay scales. Although the pay raise may assist the employee in a short-term motivation or satisfaction effect, salary (being a hygiene factor) has no capacity to alleviate any dissatisfaction. Herzberg (1968) noted that hygiene factors are incapable of providing employees with any motivation or job satisfaction.
Selesho and Naile (2014) examined the effect of satisfiers (e.g., job advancement, promotional prospect) and dissatisfiers (e.g., salaries) on employee retention using Herzberg’s two-factor theory as the framework for their study. Selesho and Naile conducted a mixed-methods study with employees from universities in South Africa to examine factors that influence retention rates. Selesho and Naile analyzed factors that are essential to retaining employees and reducing turnover. The participants indicated that the most influential factor when retaining employees is job satisfaction (Selesho & Naile, 2014). Selesho and Naile concluded that salaries, job advancement, and professional development would cause job dissatisfaction when organizational leadership does not meet these specific factors. Selesho and Naile emphasized the importance of organizational leadership’s ability to develop and execute employee retention strategies that increase job satisfaction and motivation.
Reference List
Bell, R. L., Sutanto, W., Baldwin, R., & Holloway, R. (2014). The gender inequity 110 misconception: How Texas female business school faculty are smashing the glass ceiling. Journal of Management Policy and Practice, 15(1), 39–57. Retrieved from http://www.na-businesspress.com/jmppopen.html.
Bryant, P. C., & Allen, D. G. (2013). Compensation, benefits and employee turnover: HR strategies for retaining top talent. Compensation & Benefits Review, 45, 171–175. doi:10.1177/0886368713494342
Franco, G. E. (2016). Productivity standards: Do they result in less productive and satisfied therapists? The Psychologist-Manager Journal, 19(2), 91–106. doi:10.1037/mgr0000041
Herzberg, F. (1968). Work and the nature of man. London, England: Staples Press
Herzberg, F. (1974). Motivation-hygiene profiles: Pinpointing what ails the organization. Organizational Dynamics, 3(2), 18–29. doi:10.1016/0090- 2616(74)90007-2
Selesho, J., & Naile, I. (2014). Academic staff retention as a human resource factor: University perspective. International Business & Economics Research Journal, 13, 295–304. doi:10.19030/iber.v13i2.8444
Torres, E. N. (2014). Deconstructing service quality and customer satisfaction: Challenges and directions for future research. Journal of Hospitality Marketing & Management, 23(6), 652–677. doi:10.1080/19368623.2014.846839
Vijayakumar, V. S. R., & Saxena, U. (2015). Herzberg revisited: Dimensionality and structural invariance of Herzberg’s two factor model. Journal of the Indian Academy of Applied Psychology, 41, 291–298. Retrieved from http://www.jiaap.org
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I agreed Malshani, Herzberg defined two sets of factors in deciding employees working attitudes and level of performance, named Motivation & Hygiene Factors (Robbins, 2009). Motivation Factors are Intrinsic Factors that will increase employees’ job satisfaction.
ReplyDeleteThanks Zacky and According to Spector (1997), Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs". The researcher used the Two-Factor Theory to study the impact of demographical factors on job satisfaction. Findings arrived from the study has concluded that overall job satisfaction was related to age and educational level, and that levels of Intrinsic and Extrinsic Motivation factors were vary among occupational groups of people. Besides, another case study that covered two Universities in Kuala Lumpur, Malaysia to understand their job satisfaction factors was also found in support to the idea of criticism. Ten major factors corresponding to job satisfaction using Herzberg Two Factor theory were utilized to determine how these selected factors are related to job satisfaction of Malaysia faculty members (Edward & Teoh, 2009).
DeleteI agreed Malshani with above content. Adding to above, full supply of Hygiene Factors will not necessary result in employees’ job satisfaction. In order to increase employees’ performance or productivity, Motivation factors must be addressed (Wan et al, 2013).
ReplyDeleteThanks Naushad comment my blog and agreed you mentioned details further, Frederick Herzberg’s well known Two-Factor Theory was designed in year 1959. Based on two hundred engineers and accountant feedback collected in the USA regarding their personal feelings towards their working environments, Herzberg defined two sets of factors in deciding employees working attitudes and level of performance, named Motivation & Hygiene Factors (Robbins, 2009).
DeleteI agree with you blog post Malshani, further more George and Jones (2005) highlighted on the attention Frederick Herzberg paid to motivator needs and to work itself, as determinants of job satisfaction. They therefore entreated managers to pay special attention to the important topic of job design and its effect on organisational behaviour and employee motivation. George and Jones (2005) advised managers to concentrate on designing jobs that would create job enlargement and enrichment thereby increasing the number of tasks an employee performs, increasing employee’s responsibility and control over the work. By so doing, managers would be serving the motivator needs of employees as postulated by Herzberg.
ReplyDeleteFurthermore, Herzberg's (1957, 1966) two-factor model of motivation was based on an investigation into the sources of job satisfaction and dissatisfaction among accountants and engineers who were asked what made them feel exceptionally good or exceptionally bad about their jobs. According to Herzberg, this study discovered two factors that influenced feelings of satisfaction or dissatisfaction (Armstrong, 2014)
ReplyDeleteThanks commenting my post Farhan and furthermore, Herzberg created a two-dimensional paradigm of factors influencing people’s attitudes towards work. Initially Herzberg and his colleagues developed a hypothesis that satisfaction and dissatisfaction with a job were affected by two different sets of factors and thus satisfaction and dissatisfaction could not be reliably measured on the same continuum (Herzberg et al., 1959; Stello, 2011).
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