Frederick Herzberg - Two-factor Hygiene-Motivator Theory

1. Frederick Herzberg Motivation-Hygiene Theory Albert Winadi Eleonora Ellen Eric Setiawan Meliana Lumban Raja Rocky Novanda 19 October 2012 UPH

2. Frederick Herzberg ( 18 April 1923 – 19 January 2000) “ F ather of job enrichment principle” WWII Nazi Dachau Concentration Camp witness, Germany 1946 Graduate, City College 1950 Ph.D., University of Pittsburgh 1951 Research Director, Psychological Services of Pittsburgh 1957 Professor of Psychology, Case Western Reserve University, Cleveland 1972 Professor of Management, University of Utah 2 1959 book release: “The Motivation to Work” Focuses on a particular motivation theory which based his future publications. 1968 publication on motivation: “One More Time, How Do You Motivate Employees?” 1.2 million reprints in 1987 Most requested article from Harvard Business Review

3. Two unique sets of results Interview “The Motivation to Work” 1959 Motivation study Accountants Engineers Pittsburgh One question: Think of the time when you felt exceptionally good , or exceptionally bad about your job; either your present job or any other job you have had... Tell me what happened. “ ” I like my job! Achievement Recognition Nature of work Responsibility and advancement I don’t like my job! Company policy Bad administration Incompetent supervisor Poor working condition

4. Two-factor motivation Motivators Job content The absence of these conditions doesn't necessarily dissatisfy . But when present, they build strong levels of motivation that result in good job performance. Hygiene factors Job context The presence of these conditions to the satisfaction of the employee doesn't necessarily motivate , but their absence results in dissatisfaction. Hygiene factors are merely a launch pad - when damaged or undermined we have no platform, but in themselves they do not motivate. The contrast is true for motivators. Promote Improve

5. How to implement Hygiene-Motivator? Motivators Hygiene factors Promote Improve Give more recognition or rewards for good performance Offer opportunity to obtain more experience and knowledge Give a sense of reliance for the employee’s performance Give room for “improvisation” Improve safety standards at work Offer flexibility in working hours and location Improve working environment (better air conditioning, water dispenser, clean toilet) Provide security via health benefits, etc.

6. T his chart shows how motivator elements are commonly different with hygiene factors, but in some cases one element can take both roles.

7. Implementation at different professions LOW hygiene, HIGH motivator Coping with working condition for a purpose Artistic workers “LSM”, non-profit organization workers Volunteer workers Management trainee HIGH hygiene, HIGH motivator Intense, high-risk high-reward positions Cutting edge research & development in hi-tech companies Marketing in highly rewarding companies Consultants LOW hygiene, LOW motivator Entry level or relatively undesirable jobs Prison guards Garbage man China Foxconn laborers that produce iPhone 5 HIGH hygiene, LOW motivator Focus on getting paycheck, not needing challenge Internal accountants Factory workers Security guards Tellers and cashiers State-owned employees LOW HIGH LOW HIGH Motivators Hygiene factors

8. Strengths and weaknesses Provides quick list of ready-to-use elements. Also allows prioritization of hygiene / motivators. Highly customizable depending on industry, job position, country, etc. Distinguishes motivators and demotivators. In different environments, it can be difficult to identify an element as hygiene factor / motivator. Small sample for survey, i.e. 200 professionals, white male. Also uses questionable ”critical incident technique” Tends to generalize and disregard individual characters, e.g. Policies. Thus the weakness against diverse environment.

9. Implementation at country dimension Geert – Hofstede cultural dimension approach Power Distance Malaysia High power distance can be viewed as a deterrent for unorthodox approaches, thus workers tend to aim for stability. As such, hygiene factors are preferred. Israel Individualism USA High individualism strongly suggest high sense of achievement and self-reward. In this situation, both factors may take effect depending on economy. Indonesia Uncertainty Avoidance Japan High uncertainty avoidance relates to safety and security, thus challenge is viewed negatively. As such, this trait relates to hygiene factors more. Singapore Masculinity Austria Masculinity symbolizes hard work, perfection and achievement, even in adverse situations. As such, high masculinity relates to motivators more. Sweden Challenges Theory is difficult to be applied to diverse, multicultural countries. Various factors other than culture are also considerable, e.g. Economy, Politic stability, Nature. Commonly, there may be contrasting factors (e.g. Japan (UAI, MAS), Singapore (PDI,UAI)).

10. Hygiene-Motivator Motivation Program for Generation X and Generation Y

11. Identify the characteristics Comparing Gen X and Gen Y Traditionalist Boomer Gen X Gen Y Training The hard way Too much and I’ll leave Required to keep me Continuous & expected Learning style Classroom Facilitated Independent Collaborative & networked Communication style Top down Guarded Hub & Spoke Collaborative Problem-solving Hierarchical Horizontal Independent Collaborative Decision-making Seeks Approval Team informed Team included Team decided Leadership style Command & control Get out of the way Coach Partner Feedback No news is good news Once per year Weekly / Daily On demand Technology use Uncomfortable Unsure Unable to work without it Unfathomable if not provided Job changing Unwise Sets me back Necessary Part of my daily routine Lancaster, L.C. and Stillman , D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work . Wheaton, IL. Harper Business, 2003.

12. Determine balance Hygiene factors - Motivators Generation X Generation Y

13. Propose motivation program Generation X and Generation Y

14. Q&A

15. Appendices

16. Sample study cases Tesco Tesco aims to motivate its employees both by paying attention to hygiene factors and by enabling motivators . Kellogg’s Awareness of motivating factors helps Kellogg's to build a business that delivers consistently strong results. ARM ARM uses employee engagement as a key tool in motivation. This is a satisfier as employees develop a genuine attachment to the teams in which they work .