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 Herzberg’s Two-Factor Theory (Frederick Herzberg)
         This is known as the Motivation-Hygiene Theory as well. According to this theory factors that lead to job satisfaction are different and separate to those that may lead to job dissatisfaction (Ramlall, 2004).

Herzberg labelled as motivators or job content factors and hygiene factors or job context. Motivators or job content factors were those that focused on work. These included Achievement, Work itself, Advancement, Recognition, Responsibility and Growth (Nancy, 2007). Likewise, hygiene factors or job context are defined as factors that are related to job dissatisfaction. Examples of hygiene factors include the Company Policies, Salary, Co-worker Relations and Supervisory Styles (Ramlall, 2004) along with Status, Job Security, Working Conditions and Personal Life. The organization may have control over many of these factors, but some of them they do not, such as personal life or interpersonal relationships. These job content factors are intrinsic and job context factors are largely resulted from extrinsic (Ramlall, 2004).

Figure 1: Motivators and Hygiene Factors
          
                                                                     (Source - Ramlall, 2004)

 In CCL; a leading finance company in Sri Lanka there is a system to avoid or minimize hygiene factors while increase the motivators. A value based culture which includes 5 values (Loving & Caring, Integrity & Trust, Learning & Development, Think Win-Win, Synergy & Team Work) helps to minimize or avoid hygiene factors and those value based 360 appraisals will be taken place every quarter to evaluate how much CCL employees are living on those values and fringe benefits are also based on these appraisals.
    For an example Loving & Caring helps to maximize interpersonal relationships and hence Hygiene Factors like Co-Worker Relations, Supervisory Styles will be minimized. Learning & Development will be a key to increase Motivator Factors like Achievement, Growth and Advancement.

List of References

Nancy H.S, (2007) Management and Motivation. Mississauga, Jones and Barlett Publishers, pp. 23-35.

Ramlall, S. (2004) A Review of Employee Motivation Theories and Their Implications for Employee Retention within Organizations. Journal of American Academy of Business, pp. 52-63.

Comments

  1. NadaniNovember 16, 2019 at 4:41 AM

    According to Employee Motivation, it plays a vital role in any organization for its long term growth and stability, which has a direct link with the performance of the employees. Employee motivation and performance are essential or critical tools for the success of any organization in the long run in this competitive and volatile environment (Dobre, 2013).

    Based on numerous studies done, it is evident that there is a positive relationship between employee motivation and organizational effectiveness (Dobre, 2013).

    Motivation is the force that energises, directs and sustains behaviour. It provides the personal and dynamic element in the concept of engagement. High performance is achieved by well-motivated people who are prepared to exercise discretionary effort (Armstrong, 2010).

    ReplyDelete
  2. Diana SilvaNovember 17, 2019 at 10:21 PM

    Motivation is that the factors that verify the grounds for engagement during a particular behavior by an individual or persons. It connected with the start, route, the extent of involvement and also the sustaining at a particular level of behavior of an individual. The grounds for a particular behavior could include the determinants that are varied from basic human needs to higher level of social needs. Motivation can reflect through the energy and commitment of the individual or cluster to perform a precise task or tasks (Joseph 1989).

    ReplyDelete
    Replies
    1. Tharindu DinuwanNovember 26, 2019 at 12:27 AM

      At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). This study found employees are not motivated solely by money and employee behaviour is linked to their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedeian, 1993).

      Delete

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