The Herzberg’s Motivation Hygiene Theory

Organization Management

Date: 03/05/2018

Motivation is a very critical aspect and function in the management process. As a team manager, it is one’s role to create the willingness among the employees to achieve performance in their jobs. The process of motivation usually has three stages. They include a felt need, a stimulus to be aroused and the accomplishment of set goals. Therefore, it is necessary for the manager to ensure that all these factors are put into consideration. Motivation is important because it improves the efficiency level of employees by bridging the gap between the ability of the employees and their willingness to perform. There are a number of theories that have been established by various scholars with different approaches on the factors that motivate employees. This discussion will however focus on two most suitable theories that have been chosen by the team leader of the sales team. The two theories to be used are the Herzberg’s Motivation Hygiene Theory and Cognitive Evaluation Theory (Herbert, & John, 2012).

The Herzberg’s Motivation Hygiene theory was developed by Fredrick Herzberg, a psychologist, which was an extension of Maslow’s theory. It is also known as the Two-factor theory. He conducted a study on accountants and engineers and they were basically asked to describe two aspects at work: when they did not feel good about their work and; when they felt bad about their work. The good feelings about their work reflected job satisfaction whereas bad feelings reflected job dissatisfaction. The job satisfiers were motivators while the job dissatisfies were the hygiene or maintenance factors (Tsovik, 2017). There are two ways of implementing this theory, that is, by taking away the factors that enhance dissatisfaction or promoting the conditions for satisfaction. Most organizations often adjust the hygiene factors which has short-term effects rather than the motivation factors which have a long-lasting effect because they lead to many changes and a lot of resources are required. Based on this theory, the team leader may strive to enhance the motivators to increase job satisfaction among the team members of the sales team to achieve the 10% increase. The strategies include recognizing the efforts of the team members through the use of best salesperson award in order to motivate the employees to strive to claim the title. There will also be the use of task assignment on the basis of the strengths of the team members (Andrew, 2001). Measuring growth in sales is also suitable based on this theory, because it will enhance the desire to increase sales. This can be done on a weekly basis. For example a typing might not be satisfying because the time it takes and the attention it requires. However, the job of delivering letters from one department to another can be satisfying because it enables the secretary to interact with other people. In this theory a team leader therefore takes part in recognizing team members’ efforts may require measuring the increase in sales per employee and awarding the employee with the biggest improvement in sales. This motivates employees by creating positive competition in the organization.

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