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Herzberg;s motivation-hygine theory :-

Need priority characterizes the

types of behavior.it will be either directed towards achieving certain

desirable positive goals ,or conversely, towards avoiding other.

Undesirable ,negative consequences. Thus ,a question may arise as to what

variables are perceived to be desirable goals to achieve, and conversely,

undesirable condition to avid. In this connection, a research Study was

conducted by frderick Herzberg and associates of case western reserve

university. This study consisted of an intensive analysis of the exper iences

and feelings of 200 engineers and accountants in nine different companies in

pittsburg area,u.s.a. during the structured interview, they were asked to

describe a few previous job experiences in which they felt exceptionally bad.

About jobs.they were also asked to rate the degree to which their fellings

were influenced- for better or worse-by each experience which theydescribed.

On analyzing the information from the interview, Herzberg

concluded that there were two categories of needs essentially independent of

each other affecting behavior in different ways. His finding are that there are

some job conditions which operate primarily to dissatisfy employees when

the conditions are absent, however, their presence does not motivation them

in a strong way. Another set of job conditions operates primarily to build

strong motivation and high job satisfaction, but their absence rarely provesstrongly dissatisfying. The first set of job conditions has been referred to as

maintenance or hygiene factors and second set of job conditions as

motivational factors.

Hygiene factors;-

According to Herzberg, there are ten maintenance or hygiene factors. These

are company policy and administrstion, technical supervision, interpersonal

relationship with supervisors, interpersonal relationship with peers,

interpersonal withsubordinates, salary,job security, personal life, workingcondition, and status. These are not intrinsic parts of a job, but they are

related to conditions under which a job is performed. They produce no

growth in a worker,s output; they only prevent losses in workere,s

performance due to work restrictions. These maintenance factors are

necessary to maintain at a reasonabie leval of satisfaction in employees;

however, any increase beyond this level will not provide any satisfaction to

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the employees, however, any cut below this level will dissatisfy them. As

such, these are also called as dissatisfiers. Since any increase in these factors

will not affect employee,s level of satisfaction, these are of no use for

motivating them.

Motivational factors :-

These factors are capable of having a positive effect on job satisfaction

aften resulting in an increase in one,s total output. Herzberg includes six

factors that motivate employees. These are : achievevent, recognition,

advancement, work itself, possibility of groth, and responsibility. Most of

these factors are related with job contents. An increase in these factors will

satisfy the employees; however,any decrease will not affect their level of

satisfaction. Since, these increase level of satisfaction in the employees in

the employees, these can be used in motivating them for higer output.

Herzberg maintains that potency of various factors is not

entirely of the factors themselves. It is also influenced by the personality

characteristics of the individuals. From this point of view, individuals may

be classified into two groups- motivation seekers and maintenance seekers.

The motivation seekers generally are individuals who are primarily

motivated by the satisfiers such as advancement and other factors associated

with work itself. On the other hand, the maintenance seekers tend to be more

concerned with factors surrounding the job such as supervision, working,

conditions, pay, etc,