Frederick Irving Herzberg

Alex Cowley, Ana Dougall, Micaela Redondo

 18 April 1923, Massachusetts - 19 January 2000, Salt   

Lake City Introduced job enrichment and motivator-hygiene theory “One more time, How do you motivate employees?”1968 Petrol sargent at a concentration camp and talks to other Germans living created an interest in motivation. Research on workplace while teaching as a professor of psychology

Motivation and Satisfaction
 The things that make people motivated and

satisfied on the job are different from the things that make them dissatisfied.  Forget praise, forget punishment, forget cash. You need to make their jobs more interesting.

Motivator-Hygiene Theory
 Satisfaction: Result of motivator factors. Help

increase satisfation, but have a little effect on dissatisfaction.  Dissatisfaction: Result of hygiene factors. If absent or inadequate cause dissatisfaction. Their presence has a little of effect on longterm satisfaction.

Motivator Factors
 Achievement  Recognition  Work itself  Responsability  Promotion  Growth

Hygiene Factors
      

Company policy and administrator Supervision Working Conditions Interpersonal relations (co-workers) Salary Status Job Security

Motivation vs Hygiene
 Of all factors contributing to job satisfaction, 

81% were motivators.  Of all factors contributing to job dissatisfaction  about their work, 69% involved hygiene  element.

Factors affecting job attitudes

Job Enrichment
 Turn employees effort into performance:  Providing adequate resources for each employee to perform well  Creating a supportive corporate culture  Free flow of information  Freedom  Adequate recongnition  Skill improvement opportunity  Job variety  Re-engineer the job process

Job Enrichment
 Link employees performance directly to reward:  Clear definition of reward  Importance of performance and reward  Right reward if employees perfromes well  Reward not given needs explanation  Employee wants reward:
 

Ask them Use surveys

 Both motivation and hygienic factors are

important for high performance.  Treat people as best as you can so they have a minimum of dissatisfaction  Use people so they get achievement, recognition for achievement, interest resopnsability, and opportunity for advancement and growth.

Forget praise, forget punishment, forget cash. You need to make their jobs more interesting