F. Herzberg’s Two-Factor Theory of Motivation

During the 1950s, Frederick Herzberg proposed a theory of employee motivation based on satisfaction. His theory implied that a satisfied employee is motivated from within to work harder but that a dissatisfied employee is not self-motivated. Herzberg’s research uncovered two classes of factors associated with employee satisfaction and dissatisfaction, and so his theory has come to be called the two-factor theory.

Dissatisfiers (Factors mentioned most Satisfiers (Factors mentioned often by dissatisfied workers) most often by satisfied workers)

1. Company policy and administration. 1. Achievement.

2. Supervision. 2. Recognition.

3. Relationship with supervisor. 3. Work itself.

4. Work conditions. 4. Responsibility.

5. Salary. 5. Advancement.

6. Relationship with peers. 6. Growth.

7. Personal life.

8. Relationship with subordinates.

9. Status.

10.Security.

Dissatisfiers and satisfiers. Herzberg composed his list of dissatisfiers by asking a sample of about 200 accountants and engineers to describe job situations in which they felt exceptionally bad about their jobs. An analysis of their responses revealed a consistent pattern. Dissatisfaction tended to be associated with complaints about the job context or factors in the immediate work environment.

Herzberg then drew up his list of satisfiers, factors responsible for self-motivation, by asking the same accountants and engineers to describe job situations in which they had felt exceptionally good about their jobs. Again, a consistent pattern of response was noted, but this time, different factors were described. Herzberg observed that these satisfiers centered on the nature of the task itself. In other words, employees appeared to be motivated by job content, that is, what they actually did all day long. Herzberg concluded that enriched jobs were the key to self-motivation. In other words, the work itself, rather than pay, supervision, or other environmental factors, was the key to satisfaction and hence motivation.

Practical lessons from Herzberg’s theory. By insisting that satisfaction is not the opposite to dissatisfaction, Herzberg encouraged managers to think carefully about what actually motivates employees. According to Herzberg, “the opposite of job satisfaction is not job dissatisfaction but, rather, no job satisfaction; and similarly, the opposite of job dissatisfaction is not job satisfaction, but no dissatisfaction”. But the elimination of dissatisfaction, according to Herzberg, is not the same as truly motivating someone. An additional step is required. He feels that it takes meaningful, interesting, and challenging work to satisfy and motivate employees. He is convinced that money is a weak motivational tool because the best it can do is to eliminate dissatisfaction.

Like Maslow, Herzberg has triggered lively debate among motivation theorists. His assumption that job performance improves as satisfaction increases has been criticized for having a weak empirical basis. Others have found that one person’s dissatisfier may be another’s satisfier (for example, money). Nonetheless, Herzberg has made a useful contribution to motivation theory by emphasizing the motivating potential of enriched work.

1. What is the basis of F. Herzberg’s theory of employee motivation?

2. What are dissatisfiers and satisfiers? Speak on each of them.

3. What are practical lessons from Herzberg’s theory?

4. What is F. Herzberg’s theory criticized for? Have you got any of your

criticisms?

Language

1. Practise reading the following regular verbs (past simple tense)correctly.

Attempted, demanded, believed, based, boasted, performed, approached, involved, explained, tested, improved, claimed, argued, isolated, used, helped, proved, relied, managed, emphasized, emerged, mentioned, triggered.

2. Complete the sentences below using the following root words:

to manage, manageability, manageable, management, manager, manageress, managerial, managership, managing

1. If you have a complaint, could you speak to the …? 2. … decisions must be taken after thorough analysis. 3. Her … of a difficult situation was impressive. 4. How do you expect a sick man … a ten-mile walk? 5. For me it was a great surprise that she was a successful … . 6. The work has been divided into smaller, more … sections. 7. The … of this work is very disputable. 8. The … staff of the company is rather high. 9. The … comprises a wide range of responsibilities. 10. His job involved … large investment funds. 11. It’s a co-operative, so the workers … the business themselves. 12. Government targets for increased productivity are described as “tough nut …”.

3. Match a suffix (-ity, -ment, -tion) with a word to make a new word. Make all necessary spelling changes.

to define, to manage, subjective, objective, to involve, to create, ingenious responsible, to specialize, to motivate, to employ, to assume, secure, to supervise, to determine.

4. Theory X and theory Y are management philosophies which describe the reasons why people work, based on opposing views of people’s motivation. Put the reasons into the correct place in the table.

1. Workers can enjoy work.

2. Workers are selfish, ignore the needs of organizations, avoid responsibility and lack ambition.

3. Management should create a situation where workers can show creativity and apply their knowledge to the job.

4. Workers are motivated by money.

Theory X	Theory Y
	Workers have many different needs which motivate them
Workers are lazy and dislike work
	If motivated, workers can organize themselves and take responsibility
Workers need to be controlled and directed by management

5. Find in the text synonyms or synonymous expressions for the following:

Text 3: to attract attention; to stress; liable; examination/study; to choose; proficient; to apply; productivity; to give; attempt; stimulus; to develop.

Text 4: wide/large; all over the world; help/tool; major; defender; basis; to cut down; taking part; boss; from time to time; logical/real; together.

Text 6: requirements; to meet the needs; main; to prevail; to happen; to affect; surrounding; to give; major direction.

6. Complete the following passage by inserting the missing prepositions.

International Management Information Systems

The international management information systems (IMIS) is an organized, process … gathering, storing, processing, and disseminating information … the purpose … making business decisions. The system’s size and complexity can range … a simple filing cabinet … a small firm … a system employing computers to process and store data, as is found … large firms. The means are less important that the end, which is to enable marketing and other managers to use all the sources … information … their disposal. These are:

1.Internal sources - market analyses, special research reports, and data … company sales, production, financial and accounting records as reported … foreign subsidiaries, sales representatives, customers, and channel … distribution members.

2.External sources - reports … governments, trade associations, banks, consultants, customers and data bases.

Both types … sources can provide data concerning the changes and trends … the uncontrollable environmental variables as well as feedback … the performance … the firm’s controllable variables. There is a trend now … decision support systems, which permit managers to make inquiries and receive specific answers not only … the firm’s database, but … external, on-line databases as well.

7. Insert the missing words given below. Mind your Grammar.

Business, objectives, advertisements, needs, name, set, ads, blind ads, supply and demand, company, recruits, applicants, minorities, goals, maintain, logo, attract, planning system, applicant, employee, attention, attitudes, procedures, knowledge, pool, reputation, individuals, permit, potential, employees