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Two-Factor+Theory

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8 views

Two-Factor+Theory

Uploaded by

njsmajun
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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This sheet is a handout material from Udemy course:

Organizational Behaviour
All rights reserved (Robert Barcik, [email protected]).

Two-Factor Theory
In our quest to understand job satisfaction, we often encounter a common misconception
depicted in the image before you.

We imagine satisfaction and dissatisfaction as two ends of a single continuum, believing


that increasing an employee's salary, ensuring job security, or assigning more responsibility
will move them from dissatisfaction to satisfaction. This linear model implies a simplicity
that is comforting but misleading. We assume that the absence of dissatisfaction naturally
yields satisfaction. However, think of a scenario where an employee receives a pay raise.
The initial boost in morale is palpable, yet the new level of compensation quickly becomes
the norm, and the satisfaction fades away.

The truth is, our 'usual thinking' doesn't fully capture the complexities of human emotion
and motivation in the workplace. It fails to consider that the absence of dissatisfaction is not
the presence of satisfaction but rather a neutral state. Picture a scale where the middle is
not a blend of happiness and unhappiness, but a neutral zone—a place where employees
are neither dissatisfied nor truly satisfied. It's a state of not being unhappy but not being
fully engaged or fulfilled either.

According to Frederick Herzberg's Two-Factor Theory, the factors leading to job satisfaction
are separate and distinct from those that lead to job dissatisfaction. This theory suggests
that there are two simultaneous scales, not one.
On the one hand, we have Hygiene Factors. These are the foundational elements of a job
that, when inadequate, can lead to dissatisfaction. They are not motivators themselves;
they simply prevent negative feelings towards the job. These factors include the salary, job
security, company policies, quality of supervision, working conditions, and interpersonal
relationships. They are essential but not sufficient.

On the other hand, we have Motivators. These factors, when present, inherently encourage
satisfaction and motivation. They address our deeper psychological needs for growth and
achievement. Motivators encompass the work itself, the recognition for one's achievements,
the responsibility one is given, and opportunities for personal growth, advancement, and
achievement.

Understanding Herzberg's Two-Factor Theory transforms our approach to managing and


motivating employees. It prompts us to ensure that hygiene factors are adequately
addressed to prevent dissatisfaction, but more importantly, it leads us to focus on
integrating motivators into the daily routine of work. By doing so, we create a workforce
that is not only satisfied but also deeply motivated and engaged. It's important to
remember that these factors are not universal; each individual may be motivated by
different aspects of their work. Therefore, managers should strive to understand the unique
drivers for each employee to apply Herzberg's theory effectively.

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