Herzberg Theory and Its Application

Herzberg Theory and Its Application to Employees in the Workplace

Introduction to the Herzberg Theory

Frederick Herzberg was considered by many to be a pioneer in motivation theory. In the late 1950's, Herzberg interviewed a group of employees to find out what made them satisfied and dissatisfied on the job. He asked the employees two sets of questions:

Think of a time when you felt especially good about your job. Why did you feel that way?

Think of a time when you felt especially bad about your job. Why did you feel that way?

From these interviews, Herzberg developed his theory that there are two dimensions to job satisfaction: motivation and hygiene (Herzberg & Hamlin, 1961).

Hygiene Issues

In order to apply Herzberg's theory to real-world practice, hygiene issues must be dealt with first to create an environment in which employee satisfaction and motivation are possible (Alshallah, 2004). An organization's policies can be a great source of frustration for employees if the policies are unclear or unnecessary or if everyone is not required to follow them. Although employees will never feel a great sense of motivation or satisfaction due to policies, dissatisfaction may decrease in this area by ensuring policies are fair and apply equally to all.

To decrease dissatisfaction with supervision, wise decisions should be made when a supervisor is appointed. The role of supervisor requires leadership skills and the ability to treat all employees fairly. Supervisors should to be taught to use positive feedback whenever possible and should establish a set means of employee evaluation and feedback so no one feels singled out. Salary is not a motivator for employees, however fair compensation is expected. If individuals believe they are not compensated well, they will be unhappy. Clear policies related to salaries, raises and bonuses should be implemented.

Employees should be allowed a reasonable amount of time for socialization (Rantz et al., 1996). This will help them develop a sense of camaraderie and teamwork. The environment in which people work has a tremendous effect on their level of pride for themselves and for the work they are doing. If possible, avoid overcrowding and allow each employee his or her own personal space. If employees are located in close quarters with little or no personal space, tension may easily increase among them.

Motivators

Perhaps most important to employee motivation is helping individuals believe that the work they are doing is important and that their tasks are meaningful (Herzberg & Hamlin, 1961). Employees should be placed in positions that use their talents and are not set up for failure. Set clear, achievable goals and standards for each position, and make sure employees know what those goals and standards are. Individuals should also receive regular, timely feedback on how they are doing and should feel they are being adequately challenged in their jobs.