Introduction: Herzberg’s Two-Factor Theory
Motivation is crucial in determining behavior and, in particular, in affecting work performance in companies. Herzberg developed the two-factor theory of motivation, which is a content theory (Konopaske et al. 118). Hygiene factors (dissatisfiers) and motivators (satisfiers) are the two types of factors.
According to Herzberg, both hygiene factors and motivators must be present in order for staff members to feel motivated. Salary, job stability, working circumstances, status, business processes, technical leadership quality, and relationships among colleagues, managers, and subordinates are examples of extrinsic employment context hygiene elements (Konopaske et al. 118). Employees reach a point when they remain satisfied with their jobs while dissatisfiers are present; nonetheless, this situation is insufficient to encourage high levels of employee performance (Konopaske et al. 118).
Conversely, motivators are intrinsic job content factors that make the job exciting and enjoyable (Konopaske et al. 118). Hence, recognition, success, responsibility, progress, the task at hand itself, and the opportunity for growth are all motivators. The paper will address Herzberg’s two-factor theory based on the example of burnout, the reasons behind the issue, and how to increase employee motivation.
Burnout and Motivation
Many people experience burnout and believe that it is a personal issue. The article selected to be analyzed states that people experience burnout because of their workplace environment (Moss). Although the WHO has begun collaborating on guidelines to assist organizations with preventative initiatives, most people still do not understand how to avoid or cope with burnout (Moss).
Moreover, the issue is less about employer responsibility and more about its effect on employee well-being and the large accompanying expenditures because it was deliberately not classed as a medical condition. Moss acknowledges that according to APA research, burned-out employees are 2.6 times more inclined to be actively looking for a new job, sixty-three percent more likely to take sick leave, and twenty-three percent more likely to visit the emergency department. Employee burnout is a real issue, and managers should find a way to prevent it (Moss).
Leaders should question themselves to understand the reasons why the staff is so unhealthy and the grounds why the work environment lacks the conditions for employees to thrive. According to Christina Maslach, the world’s foremost expert on burnout, the top five triggers of burnout include unjust treatment at work, an excessive workload, a lack of position definition, a lack of interaction and assistance from management, and excessive time pressure (Moss). Hence, it is critical to understand better what motivates individuals in companies and what frustrates them.
The Theory Application
Herzberg’s two-factor theory can be applied to develop initiatives to cope with burnout. His paradigm is based on the premise that work satisfaction is not a one-dimensional term (Konopaske et al. 120). The psychologist discovered that contentment and discontent are not on a continuum, with one growing as the other decreases, but instead are independent of one another (Moss).
The theory implies that managers must recognize and address factors equally. Employees frequently fail to detect whether a company has outstanding hygiene, yet poor hygiene may be a considerable distraction (Moss). The latter can be as simple as drinking coffee in the office’s break room one day and then not having any coffee the following (Moss). Hence, burnout occurs when these expected components of daily work life are missing or removed. Leaders might avoid a lot of staff tension and burnout if they were more effective at asking employees what they needed.
When companies start to invest in burnout prevention measures, it is advisable to focus on modest micro-pilots, which are less risky and have a lower budget. For instance, Moss suggests starting with one or two teams or departments and addressing one fundamental question about what workers would prioritize if the corporation had this much funding for department development. The team can vote anonymously before sharing the results with everyone (Moss). Employees may not have the ideal answer, but they can tell management what fails to function – and this is typically the essential information.
Organizations have the opportunity to address a loss of motivation since burnout is avoidable (Moss). It necessitates vital organizational hygiene, improved data, more current and pertinent queries, more intelligent budgeting, and ensuring that health offerings are integrated into the overall well-being plan. Companies may maintain yoga, resilience education, and mindfulness workshops since they are all excellent tools for improving mental health and stress management. Nevertheless, when referring to employee burnout, it is critical to remember that burnout management is the responsibility of leaders, not their employees.
Job enrichment is one concept that evolved from Herzberg’s studies. The practice of incorporating personal success, acknowledgment, challenge, accountability, and growth possibilities into an individual’s professional life is known as job enrichment (Konopaske et al. 120). This idea has the effect of improving the individual’s motivation by giving them more autonomy and accountability when undertaking a demanding job (Konopaske et al. 120). Herzberg argued that expanding work opportunities would enhance task efficiency and human pleasure. Furthermore, when managers ask employees what changes they need and what can be improved, providing feedback and always responding to queries help to understand the workers’ requirements.
If asking digital inquiries does not feel natural, the manager might begin by walking around the office and asking questions directly. Some of the finest data collection comes from the MBWA leadership style – management by wandering around the department (Moss). It is difficult for leaders to overlook needs after experiencing them firsthand. The core reasons for burnout do not truly rest with the individual, and they may be avoided if leaders began their preventative initiatives far earlier (Moss). Therefore, employees’ perspectives are critical in understanding how to enhance motivation and avoid burnout.
Conclusion
The responsibility for burnout management has been transferred from employees to employers. People become burned out as a result of their job environment. Stress may be avoided with solid organizational hygiene, more accurate information, and pertinent and current inquiries. Discrimination at work, a heavy workload, lack of job definition, engagement and aid from their management, and high time pressure are the top five causes of burnout.
The two-factor theory can be used to create efforts to deal with burnout. As a result, managers must understand and handle hygiene factors and motivators. Burnout happens when expected components of everyday work life are absent or eliminated. Furthermore, managers who ask employees what can be changed have a deeper understanding of their demands.
Burnout is a severe issue that leads to a lack of employee motivation and, as a result, poor performance. Thus, managers should assess the workplace environment, identify motivators and demotivators, and get information from employees about their urgent requirements. Motivation rises when the work is exciting and pleasurable, and burnout is prevented.
Works Cited
Konopaske, Robert, John M. Ivancevich, and Michael T. Matteson. Organizational Behavior and Management. 14th ed., McGraw-Hill Education, 2023.
Moss, Jennifer. “Burnout is About Your Workplace, Not Your People.” Harvard Business Review, Web.