HERZBERG’STWO FACTOR

THEORY

ADRIANA BT SHAMSUDIN 2008296934

IZZATI ADIBAH BT MOHD NOOR 2008297014

MARIA BT MOHD YUSOFF 2008297254

NOR ZAHIDAH BT ABDUL RAZAK 2008296784

NOR AZIRA BT MUHAMMAD 2008296926

YUSMANIAR BT MOHD SALLEH 2008297316

OUTLINE

•DEFINITION•ADVANTAGE•LIMITATION•RELATIONSHIP BETWEEN MOTIVATOR & HYGIENE•ISSUE

·ACHIEVEMENT

·RECOGNITION

·THE WORK ITSELF

·RESPONSIBILITY

·ADVANCEMENT

SATISFACTION

NO SATISFACTI

ONDISSATISFA

CTIONNO

DISSATISFACTION

·COMPANY POLICY

·ADMINISTRATION

·SUPERVISION

·SALARY

·WORKING CONDITIONS

·INTERPERSONAL RELATIONSHIPS

HYGIENE FACTOR

MOTIVATOR FACTOR

- Associated with the job context or the environment in which the job is performed.

- Factor leading to dissatisfaction (hygiene) :

- Management can add value through extrinsic motivation. Extrinsic motivation is motivation that derives from sources outside of the individual.

·COMPANY POLICY

·ADMINISTRATION

·SUPERVISION

·SALARY

·WORKING CONDITIONS

·INTERPERSONAL RELATIONSHIPS

MOTIVATOR FACTOR

- Related to job content or what people actually do in their work and associated with an individual’s positive feelings about the job.- Factor leading to satisfaction (motivation) :

- Intrinsically rewarding. Intrinsic motivation is motivation that derives from interest and

enjoyment of the work.

· RECOGNITION

·THE WORK ITSELF

·ACHIEVEMENT

·RESPONSIBILITY

·ADVANCEMENT

HYGIENE FACTOR

• This theory can be used to identify broad issues that need to be addressed or mitigated in general- Example: in an environment where employees are unsure of their job security, managers can try to mitigate the demotivating effect by providing open communication, and by reassuring employees about the situation

• Theory is based on the use of motivators which include recognition, achievement, and opportunity for growth

ADVANTAGES

• There is no statistically significant relationship between job satisfaction and job performance - concern on emotional reaction to job rather than

work productivity • The theory’s reliability is uncertain

- depend on raters who analyse the satisfaction and dissatisfaction of employee

- raters use the same response to analyse but react in different manner

• The theory ignores blue-collar workers

LIMITATION

• There is no comprehensive measure of satisfaction was used - Management only concern about the impression that naturally

expressed instead of what had been contributed by the workers toward the productivity of company

• The theory have bias - Employees will take credit for satisfying events in order to protect

self-esteem - Employee will blame others for dissatisfaction events - Example: if they are not satisfied with their salary, they will blame

dissatisfaction on external factors such as salary structure or company policies.

LIMITATION

High motivator,

high hygiene

Perfect state of happy, motivated employees

High motivator,

low hygiene

Motivated employees who love work but lot of

complaintLow

motivator, high hygiene

Bored employees punching a clock for paycheck

Low motivator,

low hygiene

Total mess of bored, unhappy employees

RELATIONSHIP BETWEEN

MOTIVATOR & HYGIENE

ARTICLE : HERZBERG’S MOTIVATION-HYGIENE THEORY AND JOB

SATISFACTION IN THE MALAYSIAN RETAIL SECTOR:THE MEDIATING

EFFECT OF LOVE OF MONEY

TAN TECK HONG*AMNA WAHEED

Exist

Not exist

Motivator factor

Satisfaction

No satisfaction

Hygiene factor

No satisfaction

Dissatisfaction

Winer & Schiff (1980)

• Achievement• Making more money• Chances of promotion• Recognition

Lucas (1985)

• Supervisor-employee relationship

MOTIVATION FACTOR ACCORDING 2 RANGES

Company policy

Relationship with peers

STUDY CONDUCTED BY ONE OF U.S RETAIL STORE

Job Satisfaction

• Productive worker – increase customer satisfaction

• Retain longer in the organization

Job Dissatisfaction

• Absenteeism• Complaints• Labour unrest

EFFECT (BREED & BREDA (1997)

Any question???