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Motivation

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Shamim Ansary:

In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or the motivator-hygiene theory. 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”.

 
FIGURE: Herzberg’s view of satisfaction and dissatisfaction
Herzberg classified these job factors into two categories-

  a. Hygiene factors- Hygiene factors are those job factors which are essential for existence of motivation at workplace. These do not lead to positive satisfaction for long-term. But if these factors are absent / if these factors are non-existant at workplace, then they lead to dissatisfaction. In other words, hygiene factors are those factors which when adequate / reasonable in a job, pacify the employees and do not make them dissatisfied. These factors are extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance factors as they are required to avoid dissatisfaction. These factors describe the job environment / scenario. The hygiene factors symbolized the physiological needs which the individuals wanted and expected to be fulfilled. Hygiene factors include:
01. Pay- The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain.
02. Company Policies and administrative policies- The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc.
03. Fringe benefits- The employees should be offered health care plans (mediclaim), benefits for the family members, employee help programmes, etc.
04. Physical Working conditions- The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained.
05. Status- The employees’ status within the organization should be familiar and retained.
06. Interpersonal relations-The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present.
07. Job Security- The organization must provide job security to the employees.

Motivational factors- 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. These factors are called satisfiers. These are factors involved in performing the job. Employees find these factors intrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an additional benefit. Motivational factors include:
01. Recognition- The employees should be praised and recognized for their accomplishments by the managers.
02. Sense of achievement- The employees must have a sense of achievement. This depends on the job. There must be a fruit of some sort in the job.
03. Growth and promotional opportunities- There must be growth and advancement opportunities in an organization to motivate the employees to perform well.
04. Responsibility- The employees must hold themselves responsible for the work. The managers should give them ownership of the work. They should minimize control but retain accountability.
05. Meaningfulness of the work- The work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated.

Limitations of Two-Factor Theory
  The two factor theory is not free from limitations:
01. The two-factor theory overlooks situational variables.
02. Herzberg assumed a correlation between satisfaction and productivity. But the research conducted by Herzberg stressed upon satisfaction and
     ignored productivity.
03. The theory’s reliability is uncertain. Analysis has to be made by the raters. The raters may spoil the findings by analyzing same response in
      different manner.
04. No comprehensive measure of satisfaction was used. An employee may find his job acceptable despite the fact that he may hate/object part of
      his job.
05. The two factor theory is not free from bias as it is based on the natural reaction of employees when they are enquired the sources of
      satisfaction and dissatisfaction at work. They will blame dissatisfaction on the external factors such as salary structure, company policies and
      peer relationship. Also, the employees will give credit to themselves for the satisfaction factor at work.
06. The theory ignores blue-collar workers. Despite these limitations, Herzberg’s Two-Factor theory is acceptable broadly.
     
Implications of Two-Factor Theory
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.

Shamim Ansary:
In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human behaviour at work, or in other words, two different views of individuals (employees): one of which is negative, called as Theory X and the other is positive, so called as Theory Y. According to McGregor, the perception of managers on the nature of individuals is based on various assumptions.

Assumptions of Theory X
01. An average employee intrinsically does not like work and tries to escape it whenever possible.
02. Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment so as to achieve organizational
     goals. A close supervision is required on part of managers. The managers adopt a more dictatorial style.
03. Many employees rank job security on top, and they have little or no aspiration/ ambition.
04. Employees generally dislike responsibilities.
05. Employees resist change.
06. An average employee needs formal direction.

Assumptions of Theory Y
A. Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent manner in their jobs.
B. Employees may not require only threat, external control and coercion to work, but they can use self-direction and self-control if they are
    dedicated and sincere to achieve the organizational objectives.
C. If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization.
D. An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain responsibility.
E. The employees have skills and capabilities. Their logical capabilities should be fully utilized. In other words, the creativity, resourcefulness and
    innovative potentiality of the employees can be utilized to solve organizational problems.

Thus, we can say that Theory X presents a pessimistic view of employees’ nature and behaviour at work, while Theory Y presents an optimistic view of the employees’ nature and behaviour at work. If correlate it with Maslow’s theory, we can say that Theory X is based on the assumption that the employees emphasize on the physiological needs and the safety needs; while Theory X is based on the assumption that the social needs, esteem needs and the self-actualization needs dominate the employees.

McGregor views Theory Y to be more valid and reasonable than Theory X. Thus, he encouraged cordial team relations, responsible and stimulating jobs, and participation of all in decision-making process.

Shamim Ansary:
Implications of Theory X and Theory Y
   A. Quite a few organizations use Theory X today. Theory X encourages use of tight control and supervision. It implies that employees are
            reluctant to organizational changes. Thus, it does not encourage innovation.
   B. Many organizations are using Theory Y techniques. Theory Y implies that the managers should create and encourage a work environment
           which provides opportunities to employees to take initiative and self-direction. Employees should be given opportunities to contribute to
           organizational well-being. Theory Y encourages decentralization of authority, teamwork and participative decision making in an     
           organization. Theory Y searches and discovers the ways in which an employee can make significant contributions in an organization. It
           harmonizes and matches employees’ needs and aspirations with organizational needs and aspirations.

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