Frederick Herzberg

The functions of Fayol and the roles of Mintzberg have been considered and the links between these two have been pointed out. Through broader reconciliation of Fayol and Mintzberg’s perspectives, Fells indicates that Fayol’s view is supported and reinforced by the contemporary models of management, such as Mintzberg, Taylor etc. (Fells, 2000 pg.347)

Herzberg’s two factor theory of motivation at the workplace shows the difference between two factors of motivation. The two factors being satisfiers, which are the main causes for job satisfaction (motivation), from hygiene factors which are the main causes for job dissatisfaction (demotivation to stay in the job). Examples of motivating factors are achievement, recognition, responsibility and the work itself. Hygiene factors include: working conditions, salary, relationship with colleagues, supervision, etc. An organisation needs to influence satisfiers through performance management using range of tools such as: job descriptions, supervision, performance appraisals, continuous development/training, rewards and career development.

Herzberg showed that to truly motivate an employee a business needs to create conditions that make him or her feel fulfilled in the workplace.

Embracing Herzberg's motivation-hygiene theory, the company has embarked on offering its employees incentives that contribute to job satisfaction. The

Herzberg did a job satisfaction study of accountants and engineers, after that he developed this theory. He found that there are two groups of factors affect to an employee’s job satisfaction or job dissatisfaction. Herzberg's two-factor theory is probably the most widely known and accepted approach relating directly to job satisfaction. Herzberg addressed, the problem of job satisfaction in terms of those factors which cause satisfaction (motivators) and those which cause dissatisfaction (hygiene). This information then becomes the basis for evaluating an individual's job and making the changes necessary to increase worker motivation. Herzberg's two-factor theory of job-satisfaction is not new, as a matter of fact; it dates back to 1959 and is the outgrowth of a research study project on job attitudes conducted by Herzberg, Mausner and

Herzberg and his companions’ intention was to increase employees’ satisfaction at workplace in relation to work assigned to them and also to motivate employees regarding their assigned work. Job enrichment was presented by the American psychologist Frederick Herzberg in 1950s. The basic reason of this idea was to motivate employees by providing those opportunities of utilizing their abilities so that productivity and performance of the employees increase and positively impact the organizational environment and smoothing the way for achieving organizational goals. Job enrichment increases job depth, the degree to which employees can plan and control the work involved in their jobs (Eraut 2004; Kayes, Kayes et al. 2005).

The motivational factors parallel Maslow’s. Job satisfaction is achieved through a personal growth, sense of achievement, and being recognized for hard work. Herzberg’s theory, however, goes a step farther than Maslow by including elements that cause dissatisfaction. These elements are called the hygiene factors. They could include lack of a sufficient salary, hazardous working conditions, and feeling micromanaged. To understand the significance of this theory it is best to look at under the light of specific industry. In ballet companies, dancers are motivated by achievement, such as getting a lead part in a ballet. In contrast they would be dissatisfied if they had to buy their own pointe shoes for performances when they only make about 20,000 per year. The directors of ballet companies could use Herzberg theory to make sure they are provided with enough pointe shoes per performance season and ensure that the company only dances on stages with sprung floors for their safety and health. Conversely, directors could reward hard work by giving roles to young talent or provide experienced dancers with more responsibility by letting them run some of the rehearsals.

According to Herzberg, individuals are not satisfied with lower-order needs at work, for example, those associated with minimum salary levels or safe and pleasant working conditions. Theses individuals look for the gratification of higher-level psychological needs such as achievement, recognition, responsibility, advancement, and the nature of the work itself. Motivation-hygiene theory, based on the presence of one set of job characteristics or incentives lead to worker satisfaction at work, while another and separate set of job characteristics lead to dissatisfaction at work. Moreover he found that job characteristics related to what an individual does is the nature of the work he performs, having the capacity to gratify such needs such as achievement, competency, status, personal worth, and self-realization, leading to satisfaction. However, the absence of such gratifying job characteristics does not lead to dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company

Herzberg’s theory (1966) concluded that factors such as (but not limited to) Achievement, Recognition and Advancement motivate staff. This is shown in the Barbour Brown Engineering Ltd case study as everyone is fairly well paid however James is often treated as David’s senior whereby he would have James give out the new projects to staff and was also allowed to authorise site visits when David was out of the office. This has lead too many of the engineers being de-motivated and to a certain point disgruntled as they all have their chartered status and James doesn’t and therefore less

Similarly, Mintzberg’s view also has some weaknesses. He defines management as what managers actually do and summarized 10 roles theory (Mintzberg, 1973). However, it is not certified what managers actually do is what managers should do. The aim of management studying is to find the best way to manage and organise organizations. In Mintzberg’s study (1973), his research object is five American chief-executive officers. These managers may have very successful career and good reputation, but it does not mean their behaviours of managing businesses are the best; maybe there are any other methods which can reach higher achievement. In addition, it is also not certified that what CEOs do is same as what managers do. There are three different levels of managers in organizations: top-level managers such as CEO, middle-level managers and first-level managers. They are all responsible for different areas, which means their roles should not be identical. Therefore, these make Mintzberg’s administrative theory not perfect.

[2] Basset-Jones, N. & Lloyd, G.C. (2005), “Does Herzbergs Motivational Theory have staying power”? Journal of Management Development, Vol.24, No.10, pp. 57-56

According to Herzberg, the factors leading to job satisfaction are distinctly different from those that lead to job-dissatisfaction. Therefore, the managers who seek to eliminate factors that create job-dissatisfaction can bring about peace at the workplace but cannot motivate the employees. These factors are termed as hygiene factors comprising administration, supervision, working conditions, salary and wages etc. While absence of hygiene factors will lead to dissatisfaction, mere presence of these factors will not satisfy (i.e. motivate) the employees. In order to motivate the employees, managers must resort to ‘motivators’ (those factors that motivate the employees towards better performance) such as recognition, challenging assignment, responsibility, opportunities for growth and self-fulfillment etc.

The paper will explore different theories of Management, include Henri Fayol and Henry Mintzberg. This section of this paper provides an overview of functions, roles and skills required of a manager. What is Management? Management can define as the process of reaching organisational goals by working with and through people and other organisational resources. (Management Innovation, 2008).

The central figure in developing the theory of job enrichment within the framework of organizational behavior was Frederick Herzberg who’s pivotal “Hygiene Theory” has contributed a solid basis and

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the