Two Factor Theory

This assignment will begin by a brief introduction and a review of Herzberg's Two Factor Theory of Job Satisfaction (Hygiene factors - Motivators) and also of Vroom's Expectancy Theory. I shall then attempt to compare and contrast the two theories determining answer whether in general cases the two should or should not be combined and applied together with reasons. At the end a direct discussion of the two theories and my business will be carried out, and a conclusion will be drawn how the two theories can be adapted into my organisation.

Two Factor Theory by Herzberg as its name suggested the theory indeed is divided into two parts. First part being the Hygiene factors or sometimes referred to as Maintenance. Extrinsic factors meaning they come from the environment of the task/job and the person carrying the task, and not from the person himself nor the task itself. By fulfilling these factors, workers have no dissatisfaction, vice versa the theory suggests that if these factors are in absent, workers will have dissatisfaction. Hygiene factors are basic requirements from workers, in which the organisation must provide and 'maintain" in order to motivate and share good relationship with workers in the long run. Hygiene factors are indeed called extrinsic factors because they are factors such as salary, job environment; job security, company's policies and benefits, and so on. Simple explanations, one's salary should be at the same level of those having the same job in the same industry. The job should provide good environment making the person will secured, hence has no dissatisfaction. In the case where one's salary is too low, one is likely to be dissatisfied and then likely to be demotivated.

Second part being the Motivational factors, whereby these factors are much more personal, derived from within the worker himself; and because of that, to Herzberg motivational factors unlike the hygiene factors are regarded as motivators and also referred to as intrinsic factors. Motivational factors are much more short term factors, job achievement, job recognition, job promotion are examples of such factors. As mentioned Herzberg recognised as motivators and therefore if a workplace has high level of these factors, workers are most likely to feel satisfied. Herzberg explained when a worker's accomplishment get recognised for instance, it can lead to a higher level of esteem; sense of responsibilities can lead to sense of ownership in the organisation. Assuming when workers have higher level of esteem, workers are more satisfied, and when workers share a sense of ownership with the organisation, they feel more motivated.

Two Factor theory even though is widely accepted and implemented, it does have its limitations. Many said that Herzberg's theory, which assume the correlation between satisfaction and productivity lacks research support, and disregards human nature that tends to blame external factors when things go wrong. The theory speaks off safety in workplace, ignoring the environment faced by certain industry such as the blue collar workers. There is a point that shall be emphasised while reviewing the two-factor theory; that is by eliminating dissatisfaction (providing the right amount of salary per se) does not result in higher level of satifaction. By eliminating dissatisfaction (providing a secured job) can only result in a peaceful workplace, and not unnecessary motivate workers to perform better. More importantly, an organisation cannot keep raising a worker's pay whenever he feels dissatisfied, therefore Herzberg suggested to focus on the motivational factors by utilising each worker's competencies.

Victor Vroom's Expectancy theory is a process of psychological thoughts, where by it is believed that workers are motivated when they believe they have the ability to achieve the task if they put in good amount of effort, and by achieving, as a return they will earn rewards which in their view worth their effort, and that the reward is something they desire enough to make an effort. Vroom concluded the workers' performance is based on knowledge, experience, skill and personality, therefore each individual is different, and that they may share different objectives.

Vroom specified three variables required for expectancy theory. The first one is Expectancy, in general workers have to believe that they are able to accomplish the given task for them to start feeling motivated. The second variable is Instrumentality, this stresses the fact that receiving a reward when the task is accomplished, must be ensured, if workers have doubt whether or not they will receive a reward, there is high chances they feel demotivated. Lastly Valence, it referred to the value workers hold towards the reward. Be it money, promotion or just a sense of recognition, different workers may value different rewards, therefore the management must find out what his workers value. Vroom concluded that individuals usually go for the option that has the most motivation forces (MF). And that motivation force is the product of the three variables being mentioned. Therefore MF = Expectancy x Instrumentality x Valence; noticing the formula, none of the variable can have the value of zero, or the whole process will be zero, meaning absolutely no motivational force.