HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

states that an individual is motivated to satisfy one or more basic set of needs. Therefore if a
person’s needs at a particular level are blocked, then attention should be focused on the
satisfaction of needs at the other levels. For example if a subordinate’s growth needs are blocked
because the job does not allow sufficient opportunity for personal development, then the manager
should attempt to provide greater opportunities for the subordinate to satisfy existence and
relatedness needs.
iv)
Herzberg’s Two – Factor Theory.
A further influential insight into motivation was provided by the researches of Frederick Herzberg
and his associates (Koont’z and Weirich, 1993) in which they claimed to find a two-factor theory
of motivation in their research. According to them, job satisfaction and dissatisfaction depend
on two factors:
(I) Hygience Factors are such things as company policy and administration, supervision,
working conditions, interpersonal relations, salary, status, job security and personal life. These
were found by Herzberg et’al to be only dissatisfiers and not motivators. In other words, if they
exist in a work environment in high quantity and quality, they yield or bring about no
dissatisfaction.
Their existence does not motivate in the sense of yielding satisfaction; their lack of existence
would, however, result in dissatisfaction. Herzberg called them maintenance, or job context
factors.
(ii) In the second group, Herzberg listed certain satisfiers - and therefore Motivators- all
related to job content. They included achievement, recognition, challenging work, advancement
and growth in the job. Their existence will yield feeling of satisfaction or no satisfaction (not
dissatisfaction) these factors are shown in figure 1.4. Factors shown to the left of the centre are
those that were cited as having a negative effective, those to the right being positive.
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