Herzberg defined two factors as motivation and
hygiene factors that determine employees' working attitudes and level of
performance. Factors that
increase employee job satisfaction are motivational factors and, external factors
that prevent employee dissatisfaction are hygiene factors
According
to Herzberg (1968), only removing the source of discontent (through hygiene
considerations) just wouldn't result in a condition of satisfaction
Managers
are responsible for creating an environment that allows employees to reach
their maximum potential. Failure to create such an environment might raise
employee dissatisfaction, leading to reduced performance, lower job
satisfaction, and increasing departure from the company
5.1. Applying the theory
There are different ways to adapt banks policy to include Herzberg's concepts and introduce new regulations that improve workplace hygiene and motivation. Banks consider as service sector financial institutions. While bankers' responsibilities vary based on the structure of different financial organizations, their primary responsibility is to engage closely with clients in evaluating and satisfying their banking needs. Here are a few examples:
5.1.1. Increase employee autonomy. Employees will have a greater feeling of success in their work if they believe they are responsible and autonomous. Autonomy is a strong motivator, and the more a bank can encourage people to take ownership of their job responsibly, the more engaged the workforce will be. Having a smaller number of micromanagers in the bank may be inconvenient, but it is unlikely to jeopardize the bank's success. Having a bank full of micromanagers and, as a result, minimal employee liberty poses a far more serious threat to the bank's future.
5.1.2. Provide feedback. It's
critical to implement meaningful and valuable feedback to employees to let them
understand how they're performing. Giving valuable criticism or praise to a
team member should be very simple if an employer has taken the time to create
trusting interpersonal ties in the workplace. Giving staff feedback on how they
may improve is a crucial step in boosting their drive
5.1.3. Improve the working environment. Implementing a reliable, safe, and aesthetically pleasant environment is one of the most manageable ways to improve work hygiene. The banking sector is arranges training with new employee onboarding, management development, new ideas for a workgroup, team development, and how to produce a new computer system.
5.1.4. Employees should be polled. Conducting a survey is an excellent approach to get a sense of what inspires staff in the bank. Checking in with banking employees will provide managers an idea of what areas they need to work on and which job elements they prefer over others.
List of References
Dissanayake, D., & Wickremasinghe, M. (2011). An empirical study on the impact of Hygiene and Motivation factors on job satisfaction of Bank Executives in Western Province, Sri Lanka. 1-21.
Kovach, K.A. (1995), “Employee motivation: addressing a crucial factor in your organizationalperformance”, Employment Relations Today, Vol. 22, pp. 93-107.
KPMG.2020. [online] Available at: <https://assets.kpmg/content/dam/kpmg/lk/pdf/2020/11/sri-lanka-banking-report november-2020.pdf>[Accessed 11/2020].
Rafikul Islam & Ahmad Zaki Hj. Ismail (2008). Employee Motivation: A Malaysian Perspective, International Journal of Commerce and Management, Vol. 18 (4), pp. 344-362
Tan Shen Kian, T.S. 2013, HERZBERG’S TWO FACTORS THEORY ON WORK MOTIVATION: DOES ITS WORK FOR TODAYS ENVIRONMENT?, Global Journal of Commerce and Management Perspective, G.J.C.M.P.,Vol. 2(5):18-22
Weerasinghe, IMS. 2017, Factors Affecting to Job Satisfaction of Banking Employees in Sri Lanka. Business and Management Horizons, 2017, Vol. 5, No. 1
Definitely Indika.Further a research report by (Chu & Kuo, 2015), explains how that Hygiene and Motivation factors work on an employee with different state transitions, from Dissatisfied to Not Dissatisfied and Satisfied to not satisfied.
ReplyDeleteThank you Amila. According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. According to Herzberg, the opposite of “Satisfaction” is “No satisfaction” and the opposite of “Dissatisfaction” is “No Dissatisfaction”.
DeleteAgreed Indika. In addition to the above, This theory shows that humans do not make an effort to meet the lower-level needs but prevent them from becoming dissatisfied (Kian, 2013). In order to motivate employees, management must focus on providing high-level requirements. Motivation factors such as recognition, achievement, responsibility, growth, opportunities and promotion make high motivation and high satisfaction further; hygiene factors include salary, Working Conditions, Job Security, personal life, Company policies, and administration create general satisfaction (Kim, 2006). Herzberg says the best way to motivate the employees is to give challenging work to take responsibility (Leach and Westbrook, 2000).
ReplyDeleteThank you Nirmika. The Two-Factor theory implies that the managers must stress upon guaranteeing the adequacy of the hygiene factors to avoid employee dissatisfaction. Also, the managers must make sure that the work is stimulating and rewarding so that the employees are motivated to work and perform harder and better. This theory emphasize upon job-enrichment so as to motivate the employees. The job must utilize the employee’s skills and competencies to the maximum. Focusing on the motivational factors can improve work-quality.
Deletehi indika, agree with you adding to you points, full supply of Hygiene Factors will not necessary result in employees’ job satisfaction. In order to increase employees’ performance or productivity, Motivation factors must be addressed (Wan et al, 2013)Job satisfaction is an emotional state in which a person perceives a variety of features of employee work or the work environment.
ReplyDeleteThank Dineth. According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a superior performance.
DeleteWell, research Indika. in addition to your points, The Two-Factor Theory is similar to Maslow's hierarchy of requirements, but it adds extra variables to determine how people are motivated at work. Individuals' lower-level demands (extrinsic or hygiene aspects) would not inspire people to invest effort, according to this theory, but would just keep them from becoming unhappy. Higher-level requirements (intrinsic or motivation elements) must be provided to encourage personnel (Tan, 2013).
ReplyDeleteAgree with your point and thanks. Intrinsic motivation is necessary for creative work. We need broad thinking, so we can come up with innovative ideas and see new connections.
DeleteHi Indika. Adding to your points, many theories discuss job satisfaction within the context of employees' motivation (Lundberg et al., 2009). The Herzberg two factor theory has been used as a method to identify job satisfaction among employees (Kian et al., 2014) According to Herzberg's two-factor theory applied to the workplace, two types of motivating factors can be identified. One type is satisfiers or motivators, such as recognition, work advancement, achievements, responsibility, promotional, growth and opportunities and meaningfulness of the organization. The second type can be identified as dissatisfiers or hygiene factors, which are the core causes of employee dissatisfaction. Hygiene factors include factors such as supervision, administrative company policies and administrative policies, equal and competitive pay or salary structure, relationships with colleagues, fringe benefits such as health care plans and insurance, physical working conditions and job security (Ausloos and Pekalski, 2007).
ReplyDeleteThanks for your points. I tried to include most of the points you show in the bolg. Your comments are also very important.
DeleteHi Indika, well written article and adding to more the factors related to ‘the need to avoid unpleasantness’, and is known as hygiene factors. Hygiene factors included company policies and administration, relationship with supervisors, interpersonal relations, working conditions and salary (Herzberg, 1966; Herzberg, 2003). Motivation factors led to positive job attitudes and hygiene factors surrounded the ‘doing’ of the job (Herzberg et al., 1959; Stello, 2011).
ReplyDeleteThank Lakshan. Employee satisfaction and retention have always been important issues for physicians. After all, high levels of absenteeism and staff turnover can affect your bottom line, as temps, recruitment and retraining take their toll. But few practices (in fact, few organizations) have made job satisfaction a top priority, perhaps because they have failed to understand the significant opportunity that lies in front of them.(Fam Pract Manag. 1999 Oct;6(9):26-30)
DeleteHi Indika. Well explained. The absence of motivation factors leads to a decrease in motivation, and the presence of motivation factors increase motivation it is important to note that the attitudes of the individuals who continue to work in the same or similar work conditions can vary significantly (Robbins et al, 2013).
ReplyDeleteThanks Upeksha. While there is no one right way to manage people, all of whom have different needs, backgrounds and expectations, Herzberg's theory offers a reasonable starting point. By creating an environment that promotes job satisfaction, you are developing employees who are motivated, productive and fulfilled. This, in turn, will contribute to higher quality patient care and patient satisfaction.
DeleteAgree with you Indika, Further to this would like to summarize the Herzberg's theory, as the motivate factors as Advancement, Work itself, Possibility of growth , Responsibility, Recognition and Achievement (Jones, 2011), where the hygiene factors can be categorized as Interpersonal relationship, Salary, Policies and administration, Supervision and Working conditions (Mitchell, 2009).
ReplyDeleteThank you very much and I agree with your comments. They help to make this blog more successful.
Deletevery informative article , According to the setting of theory, extrinsic factors contribute less to employees’ motivation need. The presences of these factors were to prevent any dissatisfaction from arising in their workplaces. Extrinsic Factors are also well known as job context factors; they are extrinsic satisfaction granted by other people for employees (Robbins, 2009).
ReplyDeleteHi Indika, I duly agreed with your comments. The presence of hygiene factors does not increase job satisfaction, but the lack of hygiene factors leads to dissatisfaction. The absence of motivation factors leads to a decrease in job satisfaction, and the presence of motivation factors increases job satisfaction (Herzberg et al., 1959; Herzberg, 1966; 1971; 2003). In this case, Herzberg’s motivator factors are mainly associated with higher-order needs, while hygiene factors are more like lower-order needs Maslow’s hierarchy of needs (Hur, 2018).
ReplyDeleteHi Indika,agreed, To decrease dissatisfaction in this area, you must begin by making wise decisions when you appoint someone to the role of supervisor. Be aware that good employees do not always make good supervisors. Kovach, K.A. (1995)
ReplyDeleteHi Indika , agreeing with your points on this theory but would like to highlight what Armstrong pointed out, The research method has been criticized because no attempt was made to measure the relationship between satisfaction and performance. It has been suggested that the two factor nature of the theory is an unavoidable results of the questioning method used by the interviewers. It has also been suggested that wide and unwarranted inferences have been drawn from small and specialized samples and that there is no evidence to suggest that the satisfiers do improve productivity(Arsmtrong,2006)
ReplyDeleteHi Indika, Hygiene factors are not directly related to the job and the presence of such conditions does not necessarily build strong motivation but necessary to prevent dissatisfaction. The absence of motivational factors does not prove highly dissatisfying but when present, they build strong levels of motivation that result in good job performance (Baah & Amoako, 2011)
ReplyDelete