Two-factor model of motivation by F. Herzberg. Hygiene factors and motivation

Hygienic factors are related to the environment in which the work is carried out, and motivations are related to the very nature and essence of the work. According to Herzberg, in the absence or insufficient degree of presence of hygienically: factors, a person develops job dissatisfaction.

Comparing the distinguishing features between Abraham Maslow's hierarchy of needs and the two-factor hygiene theory of motivation, it should be noted that the part that corresponds to Herzberg's hygiene factors corresponds to the lower levels of Maslow's hierarchy of needs, i.e. the needs of physiology, safety and social needs. But at the same time, there is a lack of motivational content, when the boss stimulates the worker, increases respect for him, his own "I" and the realization of himself, which can be attributed to the lack of Frederick Herzberg's model of motivation.

Another model of motivation that emphasized the needs of higher levels was the theory of David McClelland. He believed that people have three needs:

Involvement.

The need for power is expressed as a desire to influence other people. People with a need for power most often manifest themselves as frank and energetic people who are not afraid of confrontation and strive to defend their original positions. Often they are good speakers and require increased attention from others. Management very often attracts people with a need for power, because it provides many opportunities to manifest and exercise it.

In turn, the need for success is satisfied not by declaring the success of this person, which only confirms his status, but by the process of bringing the work to a successful conclusion.

People with a highly developed need for success take moderate risks, like situations in which they can take personal responsibility for finding solutions to a problem, and want specific rewards for their results. As McClelland notes, “It doesn't matter how strongly a person's need for success is developed. He may never succeed if he does not have the opportunity to do so, if his organization does not give him a sufficient degree of initiative and does not reward him for what he does.

It is worth noting that motivation based on the need for involvement according to McClelland is similar to motivation according to Maslow. People who seek belonging are interested in the company of friends, building relationships with their colleagues, helping others. Workers with a strong need for involvement should be attracted to work that will bring them ample opportunities for social interaction.

Process theories of motivation associated with the definition of not only human needs, but also with the expectations of the consequences of the chosen type of behavior, the way to achieve the result of one's activity.

The main idea of ​​Victor Vroom's theory of expectations is the answer to the question: why does a person make a choice in one or another favor. Employees compare the goals of the organization and individual tasks with their needs and determine their personal attractiveness, as well as evaluate the means and likelihood of achieving these goals. Therefore, when organizing the labor process, the manager must achieve an understanding by the employee of the compliance of costs, rewards and the results of his work.

Vroom's expectancy theory considers the role of motivation in the general context of the work environment. The theory suggests that people are motivated to work when they expect that they will be able to receive what they believe is worthy reward from work. Expectancy theory introduces three concepts that underlie the motivational mechanisms of human behavior.

The expectation that an employee's efforts will lead to a goal or desired result.

Instrumentality is the understanding that the performance of work and the achievement of the required result are the main condition (tool) for receiving remuneration.

Valence - the significance of the reward for the employee.

For example, the motivation of an employee tends to decrease if the results of his work are not properly rewarded by the organization, that is, if these results are not perceived as a tool for obtaining remuneration. Another option is also possible: an employee may have low motivation if he already receives the highest level of payment from his company and the increase in productivity and quality of his work will no longer affect his payment.

V. Vroom argues that motivation is a function of all three components, that is:

Strength of motivation = Expectations x Instrumentation x Valence.

This means that motivation will be high only when both valence, instrumentality, and expectations are high. This also implies that if one of the components is equal to zero, then the overall level of motivation will be equal to zero.

The idea of ​​Adams's theory of justice is the statement: until people learn to consider what they get for work, they will not strive to improve it. Adams believes that in order to achieve this goal, it is necessary to take into account the fact that people tend to compare rewards with the effort expended and with the rewards of other people for hard work. A lot of explanatory work is needed, or secret payments, which is not very justified.

The theory of justice suggests that a person constantly compares himself with other people on two variables: contribution and result. The contribution of an employee is understood as the contribution that the employee himself and other people make to work: time, labor efforts, volume of output, etc. The result is what the employee and other people get from work: pay, benefits, prestige, etc. The theory of justice considers the contribution and result as they are perceived by the employee, while they may differ from the real (objective) contribution and result of work. According to the theory of justice, people compare the ratio of their contribution to the result obtained with the ratio of the contribution-result of other people. In this case, there are three options for evaluating such comparisons:

- underpayment;

– fair pay;

- overpayment.

It should be noted that the difference between the theory of justice and the theory of expectations lies in the fact that in the course of his own activity, the employee compares the assessment of his actions with the assessment of similar actions of his colleagues and, as a result, concludes that his remuneration is fair. Injustice, in turn, can be expressed in the form of underpayment or overpayment, which is less often felt.

A synthetic model of motivation, including elements of the previously discussed theories of motivation, was developed by Lyman Porter and Edward Lawler. Lyman Porter and Edward Lawler, in their (complex) theory of motivation, reveal five elements that make up the motivational process:

Effort expended;

Perception;

Results;

Reward;

Degree of satisfaction.

According to this model, the results achieved depend on the efforts made by the employee, his abilities and characteristics, as well as his awareness of his role in the common cause. How much effort a person puts in depends on the value of the reward and the degree of confidence that a given level of effort will actually result in a well-defined level of reward. In addition, this theory establishes a relationship between rewards and results, i.e. a person satisfies his needs through rewards for the results achieved.

One of the most important conclusions of the Porter-Lawler theory is that productive work leads to satisfaction. This is in direct contrast to the opinion professed on this score by most leaders of organizations. Managers are influenced by earlier theories of human relations, which believed that satisfaction leads to high performance at work, or simply put, that happier employees work better.

After analyzing the expectation factors, we can conclude that with high expectations of the employee, excellent results of his work and a high degree of satisfaction with the remuneration received, strong motivation is observed.

Undoubtedly, it must be said that the model of L. Porter-E. Lawler made a great contribution to the understanding of motivation and increased the importance of process theories of motivation. This model shows the importance and feasibility of combining such concepts as effort, results, reward, ability, satisfaction, and perception into a single theory of motivation.

There is a lot of research in the field of motivation. Many of them to some extent use the main provisions of the theories described above. These are, for example, Stacy Adams' theory of equality, the idea of ​​which is that a person compares how his actions were evaluated similarly to the actions of others; the concept of goal setting (factors such as complexity, specificity, acceptability, commitment to the goal are at work).

Most of the substantive sections on motivation that wander from one management textbook to another are just slight modifications of the text from Michael Mescon's Fundamentals of Management and some other Western sources.

For a deeper analysis of the content and process theories of motivation described above, we highlight the essence of each theory and indicate its shortcomings in Table 1.5.

Herzberg's two-factor theory

Herzberg's theory suggests that there is a strong relationship between labor productivity and job satisfaction. Herzberg believed that a person's attitude to his work is determined by two groups of factors. The first group includes hygiene factors, in the second - motivating. Hygienic factors are related to the external environment in which work is performed; motivating - with the content of the work itself.

In accordance with the two-factor theory, the negativity of hygienic factors causes a person to be dissatisfied with work. However, if these factors are positive, then by themselves they do not cause a state of satisfaction and cannot motivate a person to productive work. Research conducted by Herzberg allowed him to establish that the main hygienic factors are: favorable working conditions; stable salary; good relations with the boss, colleagues and subordinates; openness of information about the state of affairs in the organization; flexible pace and work schedule; lack of strict current control; availability of social benefits.

Unlike hygiene factors, the absence or inadequacy of motivating factors does not lead to job dissatisfaction. But their presence causes job satisfaction and motivates employees to improve the efficiency of their work. According to Herzberg, the main motivating factors are: the possibility of career growth; connection of remuneration with the results of work; the creative nature of the work; the complexity of the tasks to be solved; participation in decision-making; high degree of responsibility.

To effectively use Herzberg's theory in practice, the manager must first find out if employees have a feeling of dissatisfaction. If there is such a feeling, then the leader needs to eliminate the sources of dissatisfaction, making every effort to ensure the proper level of hygiene factors. Then, in order to encourage subordinates to productive work, the manager must put into action motivating factors that increase the degree of satisfaction of a person with his work.

All 4 considered theories of motivation focus on the analysis of the factors underlying motivation, but a person's motivation depends not only on these factors, but also on the motivational process itself, on the time and duration of the motivational impact. Thus, theories of motivation were supplemented by theories of the process of motivation.

1. Justice Theory (Stacey Adams)

According to this theory, workers always compare the remuneration received for their work with the remuneration of other people doing similar work. A prerequisite for such a comparison is the human desire for social equality.

If an employee believes that his labor contribution is estimated approximately the same as that of other people who have achieved similar results, then he has a feeling of a fair attitude towards himself and a sense of satisfaction. Equality of remuneration is determined by the employee subjectively by the ratio of labor costs and a generalized assessment of their labor contribution. AT labor costs an employee usually includes not only direct work at the workplace, but also previous labor efforts related to education and advanced training, work experience, social status, abilities, age, etc. In its turn, assessment of labor contribution contains both a material part in the form of salary, bonuses, participation in profits, and an intangible part - in the form of official position, recognition of merit, trust, respect and other similar positive reinforcements.

If an employee comes to the conclusion that his labor contribution is underestimated in comparison with the labor contribution of the people he has chosen as an object of comparison, then he has a feeling of injustice and psychological stress.

To relieve this tension, people use the following methods: reducing labor efforts; an attempt to increase remuneration; adjustment of ideas about justice; reassessment of their capabilities; transfer to another job.

Research shows that in most cases, when people consider their work undervalued, they reduce the effort expended. A third option is also possible - when the employee considers that his labor contribution is overestimated. In this case, he can increase the intensity of labor efforts and the quality of work, try to get additional education, and even take steps to reduce the amount of remuneration received.

The theory of justice allows us to draw several important conclusions for management practice:

· the remuneration system should give each employee a clear idea of ​​the relationship of wages with the quantity and quality of labor in various jobs;

information on one-time remuneration must be complete and accessible;

The assessment of rewards by people is subjective, so managers should find out to what extent certain rewards correspond to the employee's ideas about their value;

· the amount of remuneration should be balanced with the labor contribution of individual employees.

2. Expectancy Theory (Victor Vroom)

The author of the theory believed that the presence of an active need is not a determining condition for motivating an individual to achieve a specific goal. The individual must also expect that the type of behavior he chooses will lead to the desired result for him.

expectations reflect a person's beliefs about the likelihood of a particular event occurring.

For example, students tend to expect that graduating from university will get them a good job.

According to the theory of expectations, a person is motivated to productive work if he expects the realization of three relationships:

· Labor costs - results of labor. A person expects that a certain level of effort expended will lead to certain labor results.

· Labor results - remuneration. A person expects that the results of labor will contribute to the receipt of remuneration.

· Reward - Satisfaction with Reward. A person expects that remuneration for the results of labor will have a certain value for him.

An individual's expectations are formed depending on his life experience, education, analytical abilities, self-confidence, qualifications and a number of other factors. The probabilistic nature of expectations has a direct impact on the behavior of employees in the organization. Most of them ask themselves the following questions:

How hard does he have to work to achieve certain results?

What is the probability of achieving them?

What reward is he likely to receive if he achieves these results?

How attractive is this reward for him?

Answering these questions, the employee assesses the probability of the occurrence of the corresponding event and determines for himself how intensively he must work for this event to occur. If he feels that there is no direct connection between the intensity of the efforts expended and the onset of desirable events, then, according to the theory of expectations, his motivation to work will weaken.

A feature of the theory of expectations is the emphasis on the individuality of human perception. The level of an individual's labor efforts is determined by him on the basis of his own assessment of the probability of achieving the desired work results and his own ideas about the desired reward within the framework of his personal scale of values. Therefore, leaders should:

· firstly to achieve correspondence between the expectations of subordinates and the requirements of specific work tasks;

· Secondly, introduce remuneration systems that encourage employees to achieve the required results.

Control function

The concept of control comes from the French language and there is no complete semantic analogue in the Russian language. The translation allows the following interpretation of the concept of "control": 1. Checking someone or something to make sure that something corresponds; 2. Supervision, supervision for the purpose of verification; 3. Testing knowledge or properties to determine their suitability in practice.

Control is carried out through special structures endowed with special control powers.

From the point of view of management, control is a privilege of the subject of management, i.e. control subsystem. The controlling influence of control is manifested primarily in the fact that under its influence the behavior of the controlled subsystem changes within the framework of a given goal, the requirements of standards, and programs.

In the course of the historical development of control as a function of management, a certain category of people was gradually formed - the social stratum of those who were professionally engaged in control activities. In Russia, the first mention of control as a special type of management activity dates back to the 50s of the 16th century, when the Order of Secret Affairs was created, this order was assigned the role of monitoring the fulfillment of boyars' official duties, checking their activities. And at the beginning of the 17th century, the position of controller first appeared in Russia, the position was maintained at the St. Petersburg port customs to control the collection of trade duties. An interesting fact is that Peter I, when establishing the forest guard, ordered the salaries of the controllers to be set to the minimum, because. position of a thief. Today, a huge number of civil servants perform the control function, however, it is known from real management practice that the enforcement of any legal norms, for example, legislation, leaves much to be desired.

The essential features of control or why it is needed.

There are several reasons for the emergence, necessity and development of control in various areas of life. These reasons are primarily uncertainty of the external environment and risks related to the further development and operation of the management system. In the very explanation of the phenomenon of uncertainty in the management environment, such factors as scientific and technological progress, the development of the legislative framework, and various random fluctuations in people's life can act. The situation of uncertainty is very pessimistically expressed in Murphy's laws: if something bad can happen, it will certainly happen. Thus, the reason for the appearance of control is:

1. Uncertainty of the external environment(factors: laws, competition, state of social and cultural values). Uncertainty factors constantly affect the plans and programs for the development of any management system. In order to respond in a timely manner to changes in the external environment and take adequate measures, management needs the necessary analysis of the influencing variables and the assessment of these variables.

2. Uncertainty associated with the operation of other control systems. Competitive influence always puts pressure on the management system, forcing it to constantly control its development.

3. Uncertainty of people's values ​​and behavior. Development plans and programs are accepted and developed by people. A person always adheres to such behavior, which is preferable for him and does not always meet the requirements of labor discipline, instructions and rules.

Control in the management system is the process by which managers monitor the activities of the management system and ensure that these activities comply with specified goals and plans.

Control in the control system is carried out with the help of direct and feedback links between the subject and the control object.

 Direct links provide direct control over the control object.

 Feedbacks carry certain information about the validity of the measures and control procedures taken, about the behavior and interests of the control object.

Establishment of standards and criteria for the operation of the management system, which are selected at the planning stage from numerous goals and development strategies; Standards are called measurable indicators by which it is possible to determine how far the management system has advanced in the implementation of the planned goal;

Collection, processing and analysis of information about the actual state of affairs. Here, the method of scientific observation of employees, the collection of statistical information reflecting the dynamics of controlled indicators, oral and written reports can be applied;

Comparison of the obtained data with the planned indicators, norms and standards;

Identification of deviations, violations and analysis of the reasons for their occurrence;

Development of a system of corrective actions, activities in order to change the behavior of the object within the framework of a given goal. Based on the analysis of actual results with established standards, the manager chooses one of 3 options for corrective actions: do nothing; take measures to bring the actual indicators in accordance with the standards (such measures may be: reorganization of the structure of the management system, redistribution of work tasks, modernization of production, retraining of personnel); revise standards.

Effectively organized control, first of all, is aimed at efficiency, which means that its main features should be the following:

 compliance with the work performed;

 timeliness;

 economy;

 simplicity;

 results orientation;

 This is the voluntary observance by people of certain restrictions that regulate behavior. M. Weber believed that people voluntarily comply with certain restrictions on freedom of action, because they believe in the legitimacy of the existing system of power.

 Mutually take control and responsibility. This relationship allows us to speak about the existence of 2 types of control: negative - comes down only to the detection of errors and the requirement to correct them, and positive - a system of control activities aimed at preventing possible deviations from the specified standards.

As a category of management theory, control is a special type of management relations that begin to form at the moment of legal consolidation of the subject of management and include: collecting and processing information about the trajectory of the controlled object, comparing it with the specified parameters, identifying deviations, analyzing the causes of deviations and adopting corrective impacts.

Based on this understanding of the essence of control, the following types of control can be distinguished according to the form of implementation in the management system:

1. Preliminary control is carried out before the actual start of actions and focuses on:

Human resources (professional knowledge, skills, qualifications, health status),

Material resources (setting quality standards for materials used in the production of goods or services);

Financial resources (budgeting, setting marginal costs for specific activities).

2. Current control is carried out in the course of work. There are 2 types: guiding current control - allows you to constantly monitor and control the course of actions or various operations; filtering current control - allows you to set intermediate "filters" at the passage of which the action can be stopped or continued.

3. Final control - control by results. It is carried out when the work is done on the basis of a comparison of its results and various characteristics with existing control standards. This type of control provides management with information about the degree of realism of their plans, allows them to analyze problems and make adjustments to new plans; evaluate the degree of performance of various departments and distribute remuneration based on the results of work.

In management practice, formal and real control are also distinguished.

Formal control - is carried out to comply with the external form, order, is focused on private, individual elements in the structure of the object of control, evaluates the completed activity.

Real control - control of the true conditions of reality, facts, focused on the entire object of control as a whole and its development in the future.

Most motivational theories can be divided into two large groups: content and process theories. This article talks about content theories of motivation which focus on the needs of a person as a basic factor that encourages him to act. Many well-known theories of motivation, such as A. Maslow's pyramid of needs, Herzberg's two-factor model, Alderfer's theory, etc., are substantive. All of them are united by the desire to classify human needs and find a relationship with the motives that drive them.

The Essence of Content Theories of Motivation

The focus is on human needs, as factors underlying the motives that motivate a person to activity.

Content theories of motivation study what needs motivate a person to a particular activity, what is their structure, which needs are primary and which are secondary, in what order they are satisfied. They are learning goals, to which a person aspires, in contrast to those who pay more attention to the very process of achieving the goal and satisfying the corresponding need.

Merit content theories in determining the important role of needs as a factor of motivation. But in real life, the satisfaction and manifestation of needs rarely occurs in accordance with a strict hierarchy and depends on many nuances: gender, age, personality traits, etc. These meaningful theories often do not take into account, and in this they flaw.

Basic content theories of motivation:

• Maslow's hierarchy of needs theory;
• Alderfer's theory;
• McClelland's theory of acquired needs;
• Herzberg's theory of two factors.

Maslow's hierarchy of needs theory

Hierarchy of needs theory- one of the most famous motivational theories, was developed by the American psychologist Abraham Maslow. Maslow outlined his ideas in 1954 in the book Motivation and Personality.

A visual model of the hierarchy of needs in the theory of A. Maslow is the well-known pyramid of needs (Maslow's pyramid) . Although, what is remarkable, in the works of the psychologist himself you will not find the image of a pyramid! Nevertheless, today it is generally accepted to depict the "ladder" of human needs in the form of a pyramid.

The essence of Maslow's hierarchy of needs theory is as follows. Human needs are of varying degrees of importance for him, and more primitive things come first. Until a person satisfies the basic elementary needs, he will not (and cannot) experience the needs of higher levels.

Hierarchy of needs according to A. Maslow includes seven levels

That is, first of all, a person is concerned about the problems of rest, satisfying hunger, thirst, and sexual needs. Then the person will think about his safety. And only being full, rested and having a roof over his head, a person will feel the need for friendship and love. Then the need for approval, respect and recognition of his merits. And only in the very last place will a person be occupied with spiritual needs: the desire for knowledge, art, self-realization.

Thus, in Maslow's pyramid seven levels. But it is often simplified to five-level model:

1. Physiological needs (primary);
2. Security needs (primary);
3. Social needs (secondary);
4. Prestigious needs (secondary);
5. Spiritual needs (secondary).

The basis of the foundations, according to A. Maslow, is the satisfaction of physiological needs. The ideal society, he believed, is a society of well-fed and calm people. The highest level, the stage of self-realization (self-actualization, in Maslow's terminology) is reached by only 2% of people.

In fairness, it should be noted that Maslow's theory and pyramid have been repeatedly criticized. It does not take into account the individual characteristics of a person, needs are not always satisfied in this order, and Abraham Maslow himself did not conduct practical tests to confirm his theory.

Another very common and authoritative content theory of motivation is that of Clayton Alderfer, a psychologist at Yale University. He largely agrees with Maslow's theory and also describes the structure and content of human needs, as well as their relationship to motivation.

(ERG-theory) says that people are driven by three basic needs (corresponding to different levels of Maslow's pyramid):
1. The need for existence (Existence) - physiological needs, security, etc.;
2. The need for connection (Relatedness) - belonging to a team, involvement in a common cause, etc.;
3. The need for growth (Growth) - self-expression, self-realization, creativity.

Alderfer's theory of needs talks about 3 basic needs: existence, connection and growth.

The process of moving up the levels of needs Clayton Alderfer calls "satisfaction", the movement in the opposite direction - "frustration".

The difference between Alderfer's theory and Maslow's pyramid in that here the movement according to the levels of needs goes in both directions. A. Maslow has only one - from the bottom up.

McClelland's acquired needs theory

McClelland's theory

2. The need for power;
3. The need for success.

McClelland's needs theory differs in that it emphasizes higher needs (belonging, power, and success) without considering physiological needs.

Analogues of these needs can also be found in A. Maslow's pyramid.

In relation to the motivation of labor personnel, McClelland's theory of acquired needs means the following. The need for belonging encourages people to work in a team, to strive for recognition by them. The need for power motivates for career growth, initiative, and leadership. The need for success makes you take responsibility for solving complex problems, achieve their successful solution, and achieve the goals of the organization.

Therefore, employees with a need for belonging should be given a job with greater opportunities for social communication. Workers with a need for power should be given the opportunity to be leaders, to make decisions. Employees with a need for success should be given interesting and challenging tasks (but ones that they can handle), celebrating and rewarding their success.

In conclusion, let us consider the substantive theory of motivation of the American psychologist Frederick Herzberg, created by him back in the 1950s.

Herzberg's theory of motivation assumes the presence of two groups of factors affecting the motivation of employees (therefore, it is often called Herzberg's two-factor theory):
1. Hygienic factors (holding at work) - working conditions, control over work, wages, relationships with colleagues and superiors;
2. Motivating factors (inciting to work) - employee achievements, career opportunities, the possibility of self-realization, recognition of merit, success.

Herzberg's two-factor theory speaks of 2 groups of factors that affect motivation: hygiene and motivators

According to F. Herzberg's theory, hygienic factors are important, since poor working conditions and low wages will lead to a person's dissatisfaction with their work. But at the same time they cannot motivate the employee.

On the other hand, motivating factors can motivate employees, but their absence does not make people dissatisfied with their work!

Paradoxically, Herzberg's salary is not a motivating factor!

In Herzberg's theory, there are also parallels with Maslow's theory (for example, physiological needs, safety needs and social needs can be attributed to hygiene factors; the remaining steps of A. Maslow's pyramid are motivating factors).

Meaningful Theories of Motivation Briefly

Focuses on the study of human needs, as they are considered factors underlying motivation.

I. Maslow's hierarchy of needs theory- satisfaction of needs occurs in a strict sequence: first, the needs of the lower levels, then the higher ones; upwards. Only by satisfying the needs of the 1st level, a person can move on to the 2nd, and so on.

AT Maslow's pyramid five advanced levels:
1. Physiological needs (sleep, air, hunger, thirst);
2. Security needs (security, stability);
3. Social needs (communication, friendship, love);
4. Prestigious needs (career, success, authority);
5. Spiritual needs (knowledge, art, self-realization).

II. Alderfer's theory says that people are driven by three basic needs:
1. The need for existence (physiological needs, security);
2. The need for connection (belonging, belonging, communication);
3. The need for growth (self-realization, creativity).
The movement along the levels of needs here can already occur in both sides: both from bottom to top and from top to bottom.

III. McClelland's theory focuses on three higher-level needs:
1. The need for involvement;
2. The need for power;
3. The need for success.

It assumes the presence of 2 groups of factors affecting the motivation of employees:
1. Hygienic factors (holding at work) - working conditions, salary, relationships with colleagues and boss;
2. Motivating factors (inciting to work) - career growth, the possibility of self-realization, recognition of merit.

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Frederick Herzberg, an American psychologist, conducted a study in the middle of the 20th century of a number of employees of several companies on the subject of motivating and demotivating factors. The recipients of the experiment were 200 specialists from various fields. The results of the experiment formed the basis of the theory of motivation developed by him, which bears his name.

During the study, he asked the subjects what conditions provide them with the greatest and least satisfaction from the work process. The results of the survey led the scientist to the conclusion that the level of comfort is not an indicator on a scale between the extreme poles. On the contrary, the growth of dissatisfaction and satisfaction are two different processes. He concluded that the antipode of satisfaction is its absence, not dissatisfaction. And, accordingly, vice versa. In a practical sense, this means that the appearance/disappearance of the factors of one will not necessarily lead to the progress of the other.

The uniqueness of the Herzberg model

Herzberg's theory of motivation considers both processes separately. Each of them is associated with a number of specific factors. For example, McClelland's theory of motivation knows only three of them - power, success and involvement. And here we are dealing with a much larger number of factors, which are also differentiated by the nature of the impact.

Two-factor Herzberg - motivation and hygiene

The flesh and blood of the Herzberg model are two kinds of factors called motivating and hygienic needs. Let's talk about them in more detail.

Motivating factors

Frederick Herzberg's theory of motivation connects the first group of factors with the process of satisfaction. In general, he is guided by things that are related to the inner essence of the work. Among them - and the work itself, as well as some needs. For example, the need for recognition, trust, professional perspective, etc. The nature of all these things has a motivating effect. Therefore, Herzberg's theory of motivation defines them as motivating factors. They directly affect the efficiency and

In other words, these factors in relation to work are internal; Herzberg generally tends to distinguish between external and internal influences.

hygiene factors

The second group of needs plays a role in the reverse process - dissatisfaction. By their nature, they do not bring job satisfaction, but they significantly eliminate some discomfort. Herzberg's theory of motivation identifies the following factors of this type: the level of wages, good working conditions, and the like. They are often considered "anesthetics" or "pain relievers" because of their ability to dull the pain of work. Therefore, according to Herzberg, they are called hygienic.

So, we can put two on one scale in the following order: from minus to zero, hygiene factors will be located. They will not lead to, but only relieve them of nervous experiences on one or another external occasion related to work. Further, from zero to plus, motivating factors will be placed. They will not relieve the employees of the company from dissatisfaction with certain things, such as low wages, but they will create an internal motivational core.

General provisions of the theory

So, what is the difference between Maslow's theory of needs and the already mentioned McClelland's theory of motivation from Herzberg's theory? Here are the main provisions of the Herzberg model:

1. It is postulated that there is a clear relationship between job satisfaction and labor indicators - efficiency, productivity, etc.
2. The presence of hygiene factors is not perceived by employees as an additional motivation. Their presence is not recognized and is taken for granted. In general, these factors should provide normal, acceptable working conditions.
3. The presence of motivating factors does not compensate for the lack of hygienic needs or compensates for them partially and temporarily.
4. Therefore, in order to create the most productive working environment, you must first deal with hygiene needs. When the problems with them are resolved, and there are no factors in the workspace that cause employee dissatisfaction, you can work on motivating factors. Such an integrated approach will provide the company with the highest possible efficiency, quality and volume of work performed.
5. To achieve such a result, according to Herzberg's theory, middle and especially senior managers must delve into the essence of the work of employees and understand its essence from the inside. This will help identify their hygiene needs and possible motivating factors.

Criticism of Herzberg's theory

The first weak point of this theory is the subjectivity of the responses of the recipients of the study. There is a tendency when people associate the feeling of satisfaction from the work done with themselves and their personal qualities. And negative emotions - disappointment, etc., which causes dissatisfaction - with uncontrolled influence from the outside. Therefore, it is not always possible to establish a clear correlation between hygiene and motivating factors, on the one hand, and the state of satisfaction / dissatisfaction, on the other.

Herzberg's theory of motivation was tested in some enterprises and in some cases gave positive results. However, not all scientists agree with Dr. Herzberg's findings.

Also, not everyone agrees with him that material remuneration for work is not among the motivating factors. This is especially true for countries with lagging economic development and a low standard of living. Other factors that Herzberg deprives of the status of motivating may well be - this is determined by the requests and needs of each individual employee, and not by a general pattern.

Among other things, it is not always possible to establish a connection between the level of job satisfaction and labor productivity. A person is a complex psychological phenomenon, and it may be that other factors, such as communication with colleagues or access to certain information, will provide high job satisfaction to an employee. In this case, the efficiency will remain unchanged.

Conclusion

Be that as it may, the positive value of the Herzberg model cannot be underestimated. Scientific disputes aside, in the field of practical marketing this theory may well turn out to be useful, you just need to use it wisely.

This theory was developed by F. Herzberg and colleagues on the basis of studies carried out in the late 50s of the XX century. studies of two hundred engineers and clerks of a large paint and varnish company. The purpose of the research was to find out the factors that have a motivating and demotivating effect on employees, affecting their sense of satisfaction. Employees were asked two questions: Can you describe in detail a time when you felt especially good after performing your duties at work?" and " Can you describe in detail a time when you felt particularly unwell after performing your duties?"

As a result of the research, two groups were identified factors that influence labor motivation in different ways.

hygiene factors, or "health" factors, are related to the environment in which work is carried out. These include wages, safety and conditions at the workplace (noise, lighting, comfort, etc.), status, rules, routine, work schedule, quality of management control, relationships with colleagues and subordinates. By themselves, they do not cause satisfaction among employees, but their deterioration or absence gives rise to dissatisfaction with work and demotivation.

Motivating factors related to the nature and essence of the work. They directly cause satisfaction with work, a high level of motivation and labor achievements, and are stimulants for effective work. The motivating factors include the achievement of goals, the possibility of success and recognition, interesting content of work, a high degree of independence and responsibility, professional and official growth, the possibility of personal self-realization.

The theory of motivation by F. Herzberg has much in common with the theory of A. Maslow. F. Herzberg's hygiene factors correspond to physiological needs, needs for security and confidence in the future, and his motivational factors are comparable to the needs of A. Maslow's higher levels: in respect and self-expression. But on one point these theories diverge. A. Maslow considered hygiene factors as something that causes one or another line of behavior (if the manager provides the worker with the opportunity to satisfy one of these needs, he will work better).

F. Herzberg, on the contrary, believes that the employee begins to pay attention to hygiene factors only when their implementation seems to him inadequate or unfair.

Summarizing the results of his research, F. Herzberg made several conclusions:

• lack of hygiene factors leads to job dissatisfaction;
• the presence of motivating factors can only partially compensate for the absence of hygiene factors;
• under normal conditions, the presence of hygienic factors is perceived as natural and does not have a motivational effect;
• the greatest positive motivational impact is achieved with the help of motivating factors in the presence of hygiene factors.

1. It is necessary to draw up a list of hygiene and especially motivating factors and allow subordinates to independently determine the most preferable ones.
2. Managers should differentiate and carefully approach the use of various incentives and, in the case when the needs of the lower level are sufficiently satisfied, do not rely on hygiene factors as the main ones.
3. Managers should not waste time and money on motivating factors until the hygiene needs of employees are met.
4. Motivating factors are effectively used under such conditions:

• if employees regularly receive information about the positive and negative results of their work;
• if they have created conditions for the growth of their own self-esteem and respect (psychological growth);
• if employees are allowed to independently schedule their work;
• if subordinates bear certain financial responsibility;
• if they can communicate openly and pleasantly with leaders at all levels of management;
• if subordinates are accountable for the work in the area entrusted to them.