When hygiene factors are reduced, work is dissatisfying. They are considered maintenance factors that are significant to reduce or eliminate dissatisfaction but they do not themselves lead to the satisfaction and motivation of personnel. That is, they only retain employees in the job. In line with Herzberg’s view, unsafe working conditions or a noisy work environment will lead employees to be dissatisfied with their job but their removal will not lead to a high level of motivation and satisfaction. Some other examples of hygiene factors are salary, status, security, supervision, and company policy.
If an individual believes that the return they are getting is equal to that of other employees, then the individual will be content. However, the opposite will occur if the individual perceives there to be inequity. Bennett goes on to suggest that if individuals compare the inputs of their jobs with the outputs experienced, and perceive that they are not paid enough, an individual will reduce their efforts. A drawback to this theory is that it is difficult to measure an individual's perception of equity as well as identifying the inputs and outputs from a job (Kreitner et al,
Safety – This regards to humans need for being secured with their physiological needs and against any sort of danger that surrounds them. 3. Social – This is a need for mutual acceptance or affection/love to feell as though they belong. 4. Esteem – Being able to have a firm and high evaluation of themselves and prestige e.g.
Herzberg believes that hygiene factors are important but not enough for job satisfaction and motivation. If a hygiene factor is lesser than what the employee expected, he will be less motivated as well. In contrast, if the hygiene factors are enough, the employee’s level of satisfaction will only be neutral. Only the presence of both hygiene factors and motivators can motivate and satisfy the employee. Thus, if an employee is paid a lot but has no control over his job will still probably be unmotivated.
Herzberg found 2 factors that influence employee motivation and satisfaction: a) Motivator factors – those that lead to job satisfaction and encourage employees to strive harder. Getting recognized for one’s efforts at work and getting job promotions enjoying your work are few examples. b) Hygiene factors – These can lead to job dissatisfaction and a lack of motivation if they are not present.
Also, employees will revert to satisfying their lowest level needs when these needs are no longer met or are threatened (such as during an economic downturn). This places an extra obligation on managers to act humanely when
But after explaining all the above statements it is very much easy to understand that if an employee will be allotted with a job enrichment there is a possibility that particular employee would not be able to handle such kind of work pressure in the name of job enrichment. Therefore, it is quite clear that not everything that comes out of job enrichment can be beneficial for the employees nor for the employers. 5. Mis-communication: Because all sorts of problems and issues with a job enrichment there is a possibility that the company can even face some sort of miscommiunication between their employees and the employers. And such type of mis-communication can lead the company to its end.
Is employee being recognized and rewarded through their performance? No matter how good an employee performs his/her job, if the manager is not recognizing them, at one point the their performance will start to decline and slowly lose its initial enthusiastic. It is very crucial that the managers recognise their staff performance and give rewards and bonuses to encourage them, it is a good way to push their performances. 3. Does the employee know that he/she is having a poor performance?
Douglas T. Hale and Khahil Nougain did not find strong evidence of hierarchy. They found that as managers advance in organizations, their physiological and safety needs tend to decrease in importance and their need for affiliation esteem and self-actualization tend to increase. They insisted, however, that the upward movement and the need for prominence resulted from upward career changes and from the satisfaction of lower order needs Mullins, (1996). Man’s behaviour is seen as dominated by his unsatisfied needs and he is a perpetually wanting animal; for when one need is satisfied, he aspired for the next higher one. This, therefore, should be seen as an ongoing activity.
However, the company should allow employees to be recognized, otherwise, people will feel useless. The best way to do it is to create special criteria to receive awards. The staff should take part in a discussion about criteria, also administration can allow them to share some problems and solve them together. As a Bersin (2013) states in his article, the administrator must be a good listener, because “sometimes your employees just need someone to talk to”. This model of partnership affects employees, creates a feeling of usefulness and inspires them to work hard.