HERZBERGS TWO FACTOR THEORY

ADRIANA BT SHAMSUDIN IZZATI ADIBAH BT MOHD NOOR MARIA BT MOHD YUSOFF NOR ZAHIDAH BT ABDUL RAZAK NOR AZIRA BT MUHAMMAD YUSMANIAR BT MOHD SALLEH

2008296934 2008297014 2008297254 2008296784 2008296926 2008297316

DEFINITION ADVANTAGE LIMITATION RELATIONSHIP BETWEEN MOTIVATOR & HYGIENE ISSUE

OUTLINE

ACHIEVEMENT
RECOGNITION THE WORK ITSELF RESPONSIBILITY ADVANCEMENT

MOTIVATOR FACTOR

NO SATISFACTION
COMPANY POLICY ADMINISTRATION SUPERVISION SALARY WORKING CONDITIONS INTERPERSONAL RELATIONSHIPS

SATISFACTION

DISSATISFACTION

NO DISSATISFACTION

HYGIENE FACTOR

- Associated with the job context or the environment in which the job is performed. - Factor leading to dissatisfaction (hygiene) :
COMPANY POLICY ADMINISTRATION SUPERVISION SALARY WORKING CONDITIONS INTERPERSONAL RELATIONSHIPS

- Management can add value through extrinsic

motivation. Extrinsic motivation is motivation that derives from sources outside of the individual.

- Related to job content or what people actually do in their work and associated with an individuals positive feelings about the job. - Factor leading to satisfaction (motivation) :
RECOGNITION THE WORK ITSELF ACHIEVEMENT RESPONSIBILITY ADVANCEMENT

- Intrinsically rewarding. Intrinsic motivation is motivation that derives from interest and enjoyment of the work.

 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

 There is no statistically significant relationship between job satisfaction and job performance - concern on emotional reaction to job rather than work productivity The theorys 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

 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.

High motivator, high hygiene

High motivator, low hygiene Low motivator, high hygiene Low motivator, low hygiene

Perfect state of happy, motivated employees Motivated employees who love work but lot of complaint Bored employees punching a clock for paycheck Total mess of bored, unhappy employees

ARTICLE : HERZBERGS MOTIVATIONHYGIENE THEORY AND JOB SATISFACTION IN THE MALAYSIAN RETAIL SECTOR:THE MEDIATING EFFECT OF LOVE OF MONEY

TAN TECK HONG* AMNA WAHEED

Motivator factor
Exist Satisfaction
No satisfaction

Hygiene factor
No satisfaction Dissatisfaction

Not exist

Winer & Schiff (1980) Achievement Making more money Chances of promotion Recognition

Lucas (1985) Supervisoremployee relationship

Job Satisfaction Productive worker increase customer satisfaction Retain longer in the organization

Job Dissatisfaction Absenteeism Complaints Labour unrest

Any question???