Frederick Herzberg

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Frederick Herzberg’s two-factor theory, also called the motivator-hygiene theory. This theory has identifies that there are hygiene factors that can lead to job dissatisfaction but if a hygiene factor is improved it does not improve job satisfaction. Examples of these hygiene factors in the workplace are organizational policies, quality of supervision, working conditions, wage or salary, relationships with peers, relationships with subordinates, status and security. Improving one of these factors such as salary cannot make a person more satisfied with their job it just satisfies that aspect. The other half of Herzberg’s two factor theory is motivator factors, which are ways to achieve job satisfaction. Motivator factors are related to what people actually do in a day’s work. The presence or absence of these motivators changes an employee’s view of their job. Examples of these motivator factors are achievement, recognition, the work itself, responsibility, advancement, and growth. Job dissatisfaction can result from these when they are low. But to enrich these factors will result in higher job satisfaction unlike in the hygiene factors. Essentially in order to properly motivate employees improving salaries and working conditions does not work, an employer has to improve the quality of the job, the quality of the work and the quality of the goal. In the article The Best Places to Launch a Career one can see facets of Herzberg’s two-factor theory at work with big companies trying to attract the Generation Y’ers, which make up approximately 78 million people who will be entering the workforce from 2004 to 2022. The first of course is salary. Companies have raised base salaries in order to attract prospective employees but this is not the main drawing point as shown later in the article. Higher salaries is just an example of a hygiene factor that while maintained well will continue to keep employees from becoming dissatisfied. The rest of the article addresses motivator factors. Companies have begun to appeal to the next generation of employees by “making themselves more transparent, flexible, responsive, even nurturing.” By doing this they are drawing employees of the Generation Y traits more agreeable to the motivator factor side of Herzberg’s theory. These traits being inherent in this generation such as having high expectations for their job and their peers, demanding meaningful work, wanting constructive feedback from their peers and employers, and most importantly they want to be in a position of influence. In order to address these traits the article addresses several companies that are rethinking the way they are handling this generation that does not shy away from discipline and who demand authenticity. For example, the article states that New York Life Insurance recently discovered that only 3% of corporate interns accepted positions with their company. To change this they took away all the perks and instead gave them more strict expectations, gave them business etiquette classes, and a challenge to brainstorm new marketing strategies for the company which was later used in a advertising campaign. When New York Life changed its strategy they incorporated the motivating factors such as giving more meaningful work, responsibly, and recognition through the brainstorming for the company, growth through etiquette classes, and an all over enrichment of the job and their personal careers. Another example is JPMorgan Chase & Company is changing how it attracts prospective Gen Y employees. Rather than flash money signs and bonus amounts as incentives, they are giving a more realistic view of what it means to be employed with the company. To do this, the article states, that they allowed a New York University film grad to follow three fellow Generation Y employees though their days at work in a documentary style film. The result being that prospective employees will have a realistic view of duties and the work that goes...
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