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conditions of the job itself, such as recognition, achievement, personal
growth, challenging work, responsibility.
Hygiene factors: which do not give positive satisfaction, although
dissatisfaction results from their absence. These are extrinsic to the
work itself and include aspects like company policies, supervisory
practices, salary/ benefits, status or job security.
Essentially, hygiene factors are needed to ensure an employee is not
dissatisfied. Motivation factors are needed in order to motivate an employee to higher
performance, Herzberg also further classified our actions and how and why we do
them. For example if one performs a work related action because they have to than
that is classified as movement, but if one performs a work related action because
they want to then that is classified as motivation.
Some motivating factors
One of the most known motivating factors is reward. This is money of the most
common ways of acknowledging a behaviour in a positive way. Its aim is, as it is of
most motivating factors, to make the behaviour happen again. Rewards can be
separated into two groups: extrinsic and intrinsic rewards. Extrinsic rewards are as
the name indicates external to the person, for example praise or money can be put
into this group. Intrinsic rewards on the other hand are internal to an individual, they
happen inside the person, these could be for example satisfaction or
accomplishment.
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One of most important intrinsic motivation in my opinion is desired goals. If a
person believes in the company’s goals, feels it his/her own, it is much likely that
he/she is going to work very hard, is going to be very motivated in order to reach that
goal. Because in this case reaching the aim becomes the employee’s own interest,
for he/she believes that what he/she’s doing is important.
Mentioning importance, I would like to take the opportunity to highlight it’s role
as a motivating factor. A company should really pay attention to making an employee
feel important. The employee’s have to feel that what they are working on does
make a difference to the company, that their ideas are (if not necessarily brought into
action) at least considered and given feedback to. And as experienced by a young
employer if a company is well operating, after some what seemed to be talking in
vain, the company in the end did change its promotion system as initiated from the
employees. If a company wants to keep its employees in the long term, it has to listen
to the ideas, it has to make the employees feel important, because this definitely will
motivate them.
This case shows two up to now unmentioned motivating factors. One, and
among the two the more obvious one is promotion of course. Having the opportunity
of moving ahead in a company can be extremely attractive for many people. As this
means that the company appreciates the employee’s work, and also considers it
important. And this is where the other motivating force lays: Appreciation. For quite a
large number of people need to hear that what they are doing is good.
The above mentioned case also shows that how important it is to encourage
employees to speak their opinion. This is a way of appreciating them, making them
feel important. Investing time and effort in assessing employees can very likely result
in mutual respect toward the employee.
By respecting the employees the company may be able to create a sense of
belonging in the employee towards the company. The advantage of this is not only
the fact that it may motivate some people but it also makes a person loyal to the
company which might as well increase the company’s efficiency (as mentioned
before the link between efficiency and motivation). So the employees are being
treated more as a human and less as a resource - it is highly beneficial for the
company. Being not only respected as a human but also professionally may increase
motivation in employees.
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A feeling useful in a company can differ in a way from feeling important. It means
that some people are motivated when their capabilities are fully used, they maz even
like to be a little overworked rather than underworked. They have a demand for
constantly doing high performance: So that they can show how professional they can
work.
Another basic extrinsic motivating factor is the environment: Environment or
atmosphere in which the work is being done. The leader should provide convenient
workplaces for the employees, where they can make the best of thier performance.
The atmosphere is also influences by the colleagues. If the workers get along with
eah other well, thier performance can also improve.
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