frederick herzberg - two-factor hygiene-motivator theory
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Frederick Herzberg
Motivation-Hygiene Theory
Albert WinadiEleonora EllenEric Setiawan
Meliana Lumban RajaRocky Novanda
19 October 2012UPH
Frederick Herzberg(18 April 1923 – 19 January 2000)
“Father of job enrichment principle”
WWII Nazi Dachau Concentration Camp witness, Germany
1946 Graduate, City College1950 Ph.D., University of Pittsburgh1951 Research Director, Psychological Services of Pittsburgh1957 Professor of Psychology, Case Western Reserve
University, Cleveland1972 Professor of Management, University of Utah
2
1959 book release:
“The Motivation to Work”Focuses on a particular motivation theory which based his future publications.
1968 publication on motivation:
“One More Time, How Do You Motivate Employees?”1.2 million reprints in 1987Most requested article from Harvard Business Review
Two unique sets of results
Interview
“The Motivation to Work” 1959Motivation study
Accountants Engineers
Pittsburgh
One question:
Think of the time when you felt
exceptionally good, or exceptionally bad
about your job; either your present job or
any other job you have had...
Tell me what happened.
“
”
I like my job!
• Achievement
• Recognition
• Nature of work
• Responsibility and advancement
I don’t like my job!
• Company policy
• Bad administration
• Incompetent supervisor
• Poor working condition
Two-factor motivationMotivatorsJob content
The absence of these conditions doesn't necessarily dissatisfy. But when present, they build strong levels of motivation that result in good job performance.
Hygiene factorsJob context
The presence of these conditions to the satisfaction of the employee doesn't necessarily motivate, but their absence results in dissatisfaction.
Hygiene factors are merely a launch pad - when damaged or undermined we have no platform, but in themselves they do not
motivate. The contrast is true for motivators.
Pro
mote
Impro
ve
How to implement Hygiene-Motivator?
Motivators
Hygiene factorsProm
oteIm
prove
• Give more recognition or rewards for good performance
• Offer opportunity to obtain more experience and knowledge
• Give a sense of reliance for the employee’s performance
• Give room for “improvisation”
• Improve safety standards at work
• Offer flexibility in working hours and location
• Improve working environment (better air conditioning, water dispenser, clean toilet)
• Provide security via health benefits, etc.
This chart shows how motivator elements are commonly different with hygiene factors, but in some cases one element can take both roles.
Implementation at different professions
LOW hygiene, HIGH motivatorCoping with working condition for a purpose
• Artistic workers• “LSM”, non-profit organization workers• Volunteer workers• Management trainee
HIGH hygiene, HIGH motivatorIntense, high-risk high-reward positions
• Cutting edge research & development in hi-tech companies
• Marketing in highly rewarding companies• Consultants
LOW hygiene, LOW motivatorEntry level or relatively undesirable jobs
• Prison guards• Garbage man• China Foxconn laborers that produce
iPhone 5
HIGH hygiene, LOW motivatorFocus on getting paycheck, not needing challenge
• Internal accountants• Factory workers• Security guards• Tellers and cashiers• State-owned employees
LOW
HIG
H
LOW HIGH
Moti
vato
rs
Hygiene factors
Strengths and weaknesses
Provides quick list of ready-to-use elements. Also allows prioritization of hygiene / motivators.
Highly customizable depending on industry, job position, country, etc.
Distinguishes motivators and demotivators.
In different environments, it can be difficult to identify an element as hygiene factor / motivator.
Small sample for survey, i.e. 200 professionals, white male. Also uses questionable ”critical incident technique”Tends to generalize and disregard individual characters, e.g. Policies. Thus the weakness against diverse environment.
Strengths Weaknesses
Too “general”
Questionable survey
Ambiguity of elements
Simple
Flexible
Two-factors
Implementation at country dimensionGeert – Hofstede cultural dimension approach
Power Distance
Malaysia High power distance can be viewed as a deterrent for unorthodox approaches, thus workers tend to aim for stability. As such, hygiene factors are preferred.Israel
Individualism
USA High individualism strongly suggest high sense of achievement and self-reward. In this situation, both factors may take effect depending on economy.
Indonesia
Uncertainty Avoidance
Japan High uncertainty avoidance relates to safety and security, thus challenge is viewed negatively. As such, this trait relates to hygiene factors more.Singapore
Masculinity Austria Masculinity symbolizes hard work, perfection and achievement, even in adverse situations. As such, high masculinity relates to motivators more.SwedenChallenges
• Theory is difficult to be applied to diverse, multicultural countries.• Various factors other than culture are also considerable, e.g. Economy, Politic
stability, Nature.• Commonly, there may be contrasting factors (e.g. Japan (UAI, MAS), Singapore
(PDI,UAI)).
Hygiene-Motivator Motivation Programfor Generation X and Generation Y
Identify the characteristics
Determine Hygiene-Motivator balance
Propose motivation program
Identify the characteristicsComparing Gen X and Gen Y
Identify the characteristics
Determine Hygiene-Motivator
balance
Propose motivation program
Traditionalist Boomer Gen X Gen Y
Training The hard wayToo much
and I’ll leaveRequired to keep me
Continuous & expected
Learning style Classroom Facilitated IndependentCollaborative &
networked
Communication style
Top down Guarded Hub & Spoke Collaborative
Problem-solving Hierarchical Horizontal Independent Collaborative
Decision-making Seeks Approval Team informed Team included Team decided
Leadership styleCommand &
controlGet out of the way Coach Partner
FeedbackNo news is good
newsOnce per year Weekly / Daily On demand
Technology use Uncomfortable UnsureUnable to work
without itUnfathomable if not provided
Job changing Unwise Sets me back NecessaryPart of my daily
routine
Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL. Harper Business, 2003.
Determine balanceHygiene factors - Motivators
Identify the characteristics
Determine Hygiene-Motivator
balance
Propose motivation program
Generation X Generation Y
Hygiene Motivators
Seeks challenge
Coaching opportunities
Regular feedback
Seeks financial stability
Unable to work w/o
technology
Freedom to work
anywhere
Hygiene Motivators
Solves challenge whatever it takes
Training is continuous and expected
Needs feedback on demand
Impossible to work w/o technology and information
Pampered with good infrastructure
Propose motivation programGeneration X and Generation Y
Identify the characteristics
Determine Hygiene-Motivator
balance
Propose motivation program
Gen X :
Team Building
Training Opportunities
Flexible Work Schedule
Increased Pay
Increase promotional opportunities
Gen Y :
Communication
Multitasking preferred
Give them team
Establish clear expectations & rewards
Help them grow and Learn
Feedback
Flexibility
Expect them to go
Q&A
APPENDICES
Sample study cases
• TescoTesco aims to motivate its employees both by paying attention to hygiene factors and by enabling motivators.
• Kellogg’sAwareness of motivating factors helps Kellogg's to build a business that delivers consistently strong results.
• ARMARM uses employee engagement as a key tool in motivation. This is a satisfier as employees develop a genuine attachment to the teams in which they work.