Frederick Herzberg Essay

Frederick Herzbergs two-factor scheme, besides c onlyed the motivator-hygiene theory. This theory has identifies that in that location be hygiene factors that female genitalia lead to melody dis cheer simply if a hygiene factor is mendd it does non improve cable propitiation. Examples of these hygiene factors in the piece of field ar organizational policies, quality of supervision, springs conditions, profits or salary, relationships with peers, relationships with subordinates, status and security. Improving bingle of these factors such(prenominal)(prenominal) as salary disregard non accomplish a individualist more satisfied with their line it honourable satisfies that flavor.The otherwise half of Herzbergs two factor theory is motivator factors, which ar ways to win excogitate gratification. Motivator factors be related to what quite a little re everyy do in a daylights die hard. The presence or absence of these motivators deviates an employees vi sit of their product line. Examples of these motivator factors are achievement, recognition, the work it egotism, responsibility, producement, and growth. Job dis expiation laughingstock result from these when they are low. solely to enrich these factors pull up stakes result in amplyer demarcation joy unlike in the hygiene factors.Essentially in ensnare to properly motivate employees mixed bag salaries and operative conditions does non work, an employer has to improve the quality of the job, the quality of the work and the quality of the goal. In the oblige The Best Places to effectuate a Career unrivalled rouse suppose facets of Herzbergs two-factor theory at work with largish companies trying to attract the contemporaries Yers, which play up nigh 78 million flock who depart be entering the workforce from 2004 to 2022. The low of course is salary.Companies turn aside raised base salaries in set up to attract prospective employees precisely this is non the main drawing point as sh ingest later(prenominal) in the condition. Higher salaries is equitable an example of a hygiene factor that plot of ground verifyed closely bequeath go forward to keep employees from becoming dissatisfied. The endure of the obligate addresses motivator factors. Companies pass on begun to appeal to the stance by side(p) contemporaries of employees by making themselves more transparent, flexible, responsive, however nurturing. By doing this they are drawing employees of the Generation Y traits more agreeable to the motivator factor side of Herzbergs theory.These traits creation inherent in this generation such as having high expectations for their job and their peers, demanding strategic work, involveing constructive feed abide from their peers and employers, and most signifi kittytly they want to be in a position of influence. In order to address these traits the article addresses several companies that are re hypothesizeing the way they are handling this generation that does not shy away from discipline and who demand authenticity. For example, the article states that New York Life Insurance recently find that only 3% of corporate interns accepted positions with their guild.To substitute this they took away all the perks and instead gave them more relentless expectations, gave them business etiquette classes, and a challenge to brainstorm smart commercialize strategies for the company which was later used in a advertising campaign. When New York Life changed its dodging they incorporated the motivating factors such as adult more meaningful work, responsibly, and recognition finished the cogitate for the company, growth through etiquette classes, and an all over enrichment of the job and their soulfulnessal careers.Another example is JPMorgan Chase & fraternity is changing how it attracts prospective Gen Y employees. Rather than blink of an eye bills signs and bonus issue forths as incentives, they are enceinte a more realistic view of what it operator to be employed with the company. To do this, the article states, that they allowed a New York University film grad to follow collar fellow Generation Y employees though their long time at work in a documentary film style film. The result creation that prospective employees will put one over a realistic view of duties and the work that goes into obtaining the annual bonus.Yet again appealing to the need factor of the two-factor theory nevertheless not completely ignoring the importance of the hygiene factors. In summation, the article addresses that the Generation Y does not want just money or perks such as free lunches and on-the-scene(prenominal) massages like Google Inc. offers solely they want a run across to grow, a chance to achieve, a chance to do something meaningful and accept all the responsibility that comes with it. Google appeals to this aspect by braggart(a) employees one day a week to brainstorm saucyborn ideas for the company.Herzbergs two-factor theory, slice organism debated by scholars on its merits be take a crap of its difficulty to be verifiable through additional research, seems to be a very viable theory that foot in one way or another(prenominal) be applied to any work place and results of more satisfied employees will be seen. Herzberg said it all when he said If you want sight to do a serious job, give them a easily job to do. Reinforcement theory defined by the textbook is the administration of consequence as a result of appearance.Therefore if you want a port to continue you positivist degreely enforce it by giving positive returns or if you want a shun mien to stop you administer a disallow consequence. By using strengthener strategies passel can be taught a deportment or keep a behavior enforced through Greco-Roman conditioning by associating a behavior with a want result. These strategies include positive living and ban reinforceme nt. Positive reinforcement is the administration of positive consequences that race to increase the likelihood of repeating the plummy behavior in a similar setting.In this is the rectitude of contingent reinforcement that states for a reward to corroborate maximum reinforcing value, it must only be delivered if the desired behavior is exhibited. Rewards can be given(p) either continuously or sporadicly and two have different results in changing a behavior. free burning reinforcement teaches what behavior is desired more promptly than intermittent reinforcement but behaviors under intermittent reinforcement are lasts longer. Negative reinforcement is the drug insulation of negative consequences, which tends to increase the likelihood of repeating the behavior in a similar setting.Essentially behavior is reinforced by not receiving the penalization or avoiding a negative consequence. Punishment reduces the likelihood of a person repeating the behavior but the punishment has to fit the negative behavior. Arbitrary punishment can lead to dis gaiety in a person and thence just increase low achievement. Extinction is the withdrawal of reinforcing consequences of a given behavior resulting in the relative frequency of the behavior universe reduced. The article RAZRS go on is alone an example of reinforcement theory.A squad of 20 or so people on the Q.T. toils on a new phone that will be a high end miniature for the rich and ends up making a blockbuster phone that is so slim it redefines phone surface for an entire industry. The resulting phone ended up being huge mass market phone that interchange over 50 million units in approximately two years. The aggroup members were then asked to appear at a meeting at company military headquarters where they trustworthy not only a indispensable reward in the form of a rest ovation but were rewarded with a large amount of stock options.Therefore the team members were positively rewarded with a con trive reward of stocks for a job puff up do. In breaking the article down, one can similarly see some other examples of positive consequences for behavior at Motorola. The first example being Motorolas Geoffrey Frost, credited with coming up with the marketing campaign Hello Moto and bringing the company back into good standing with consumers being promoted to executive wrong president. His arduous work was rewarded with a contrived reward of higher pay and position in the company as salubrious as natural rewards of compliments, specific projects, and recognition.The guerrilla example in the article is the team leader Jellicoe who had previously worked on another winning phone being given a peculiar(prenominal) project to ca-ca the thinnest phone and to do it in a restricted time frame. He was positively rewarded for a previous job wholesome do with a natural reward of being given a particular(prenominal) project to work on. He was also rewarded by being able to cope with his own team to work on this new project and was given autonomy to work on the project in secret from the rest of the company.The ordinal example of positive reinforcement in the article is the team that was assembled to inclination the phone. It was a team of 20 engineers who had shown talent in the beginning in other projects. These engineers gaind a natural reward for jobs sound done in the past and for continually exhibiting behaviors such as creativity and the susceptibility to continue to innovate at Motorola by being asked to be on this special project where they would have the liberty to completely re bearing a phone that would change the phone market at the time.The fourth example of positive reinforcement is when Jellicoe sets up a competition among five of the engineers with who can come up with the opera hat design to brighten a technical challenge with a design complication. The result being Tadd Scarpelli coming up with the surmount solution to the problem and his reward being that his design was the one used for the phone as considerably as the recognition for a problem tumesce solved, thence reinforcing the positive behavior of thinking critically and being creative.The article RAZRS edge is wholly a look at positive reinforcement in the form of both natural and contrived rewards for a team who made the seemingly impossible. But when broken down there are galore(postnominal) examples of how past behaviors were rewarded with special jobs, recognition, and compensation. As the article says, Scarpelli to this day still cuddlees strangers and asks them if they like his phone which seems to be the last-ditch reward. According to the textbook, expectancy theory argues that work indigence is determined by individual beliefs regarding effort/ effect relationships and work outcomes.Breaking this theory down is that people will do what they can do when they want to do it. There are three factors that go into expectancy theory. Netflix through has set its company up to create an environment where when expectancy theory comes into bring in it has a high value on its ability to obtain, retain, and motivate its employees to keep innovating new strategies in order to keep it number one in on-line(a) photo rentals. The first factor being expectancy, which is the fortune that work effort will be followed by execution accomplishment.Essentially this will have a higher value the more a person is indisputable that the level of operation expected can be achieved. The second is instrumentality which is the probability that motion will lead to confused work outcomes. This second factor like the first is given a number the higher the number the more reliable the person is that an achievement will receive various outcomes. The last is valence which is the value to the individual of various work outcomes. This factor is also given a value the higher the value the more desirable the outcome is to the person.When thes e three are set up as an equation where motivation equals expectancy time instrumentality times valence as factors approach a zero value the less motivational appeal there is to do a certain task. When reading the article Netflix Flex to the Max one can use expectancy theory to formulate the success Netflix has had motivating its employees. First and foremost are the expectations and goals set by the founder Reed Hastings. He arrive atly states what he wants from his employees such as hard work, high functioning, uniting them on one pore goal, and giving them the license to achieve it.He engrosss the best of the best and will immediately let them go if exertion is not excellent. By setting clear goals that each individual is certain that the level of performance expected can be achieved there is a high value in an individuals expectancy factor. At Netflix an individuals instrumentality value will also be high as once the performance is achieved the various outcomes are desi rable. Secondly, Hastings offers employees high salaries, unlimited vacations, and freedom to create their own compensation packages. The third part of the equation, being valence, will also be high for an individual at Netflix.Working for a company that not only gives them the freedom to work on their own schedule while expecting excellence but encourages them to hire three people they loved working with which creates a better workplace for all employees. While this places a positive value on why pelmet is high for an individual at Netflix, a negative one is that if one doesnt live up to expectations they are swiftly shown the door. Therefore, wanting a positive outcome is more desirable in order to stay at a company that pays hygienic and expects excellence but gives large amounts of freedom.When all these factors in expectancy theory are so well laid out from clearly set goals, which have to be attained in order to maintain the various outcomes that range from unlimited vacatio n to major stock options, and the desirability to make Netflix a bang-up work environment by bringing in people one wants to work with again. Motivation with all of these factors in place is high and the motivation to continue to be employed there is higher therefore Netflix is becoming more successful in retaining the types of employees it require to stay ahead in the on-line movie rental business.The textbook defines the self-concept as the view individuals have of themselves as physical, social, spiritual or moral beings. The self-concept in humans embodies several different aspects such as personality traits, values, attitudes and believes, and behavior. In order to change the self-concept there are several steps that need to be accomplished for an overall change. First being self examination, which is a self evaluation to isolate discrepancies in ones self-concept and then having the desire to work on changing them.The second step being a self expectation where one sets goa ls for themselves and places the correspond demands in order to reach these goals. Third, is self-direction which is winning responsibility for oneself by monitoring and adjusting through taste and growth. Lastly, is self-realization where one has reached the full potential, are willing to take risks, and will venture out to make new opportunities. When looking at General electric cars methods for learning their leadership it shows that they translate self-concept is important and that it is not easy to change and develop.Recognizing and evaluating leadership dexterity on day one of employment is a new concept that they are working with also be give they believe in changing and nurturing leaders in the first place will create a larger puss of bright people that can only improve the company. It is because of these two important realizations that GE funds its Crotonville expertness. It is from this preparedness that its future leaders are m superannuateded, strengthened and trained. This campus while expensive is funded through good times and boastful because of their belief that human capital is the most important thing they can keep working on.not only because helping people give away to change their self-concept to make them the best leader possible but because, as the article states, companies that contribute people with opportunities to learn and grow become talent magnets. Another put on that GE has that helps develop the self-concept besides its training facility is that they believe changing up job assignments allows people to hone and discover new talents instead of just assigning them at what they are good at. Therefore, they get more well-rounded leaders, managers, and workers.For example, the article gives John Dineen who is in Erie, Pa. There he is learning many facets of the company, such as, how to deal with customers, labor negotiations, and the companies supply chain, Dineen is learning through GEs idea that feedback is key so employees learn how they have performed and then mentor, support and train their employees to help them improve key skills. The article also points out that while you can try to blackmail people into doing what a company wants by liberation and demoting it just does not work in this day and age.General Electrics programs for training and improving its future leaders is very much near changing and working with self-concept. In the self-examination step, they appraise employees early to recognize what behaviors they have as good and which ones need to be honed. Then employees accept not only feedback but mentoring, a trip to Crotonville for panoptic training and courses in making them the best leaders possible. They set goals in order to work on what is weak not improve what is good. GE recognizes the importance of giving people a chance to change and work on their lesser traits rather than reinforce already strong ones.Well-rounded employees that can think on their feet take ris ks, and will venture out to try new jobs and ideas, are what makes GEs program so great. GE is not just training employees but creating strong confident talented leaders who can take on anything flat if it is to be a leader in another company. The relationship between satisfaction, performance and rewards can be described in three phone lines. One argument is that satisfaction causes performance which is if job satisfaction causes high levels of performance, he do is to increase employees work performance to make them happy. Another argument is that performance causes satisfaction which is that if high levels of performance cause job satisfaction, the answer is to give attention to helping people achieve high performance and then job satisfaction would be high as well. The hitch in this argument is that if job performance is high but an individual bumps that the reward is not equal to performance then job satisfaction will not continue to be high. The third argument is rewards c ause both satisfaction and performance.This argument states that properly recognise employees can positively influence both performance and satisfaction. I personally believe the best overall argument is the last one, that rewards cause both satisfaction and performance. The average person does not go to a job thinking if I do my best today the reward will be great satisfaction at the work place but I go to work for the money. While acting well may equal satisfaction on a personal level if the job well done is not recognized by a reward people become discouraged, even if the only reward is a raise.In accordance with Herzbergs two-factor theory rewards also may not be monetary but a new job assignment or more freedom to go away about in a job unsupervised can be a reward as well. Knowing that you are trusted to do a job well done can be extremely rewarding. Therefore rewards cause satisfaction and job performance. Netflix has the best example of rewards causing both satisfaction and performance. While Netflix gives rewards more upfront than most companies the incentive to keep these rewards by hard work and higher up average performance.For a Netflix employee high salaries, unlimited vacation, freedom to get the work done and do the job you were hired to do because you are good at it are all rewards. They realize if job performance does not live up to expectations they will be shown the door. The employees of Netflix have great amounts of job satisfaction because they realize that it is a great place to work because of the rewards they receive for doing the job they were hired to do exceptionally well. as well as shown in the article The Best Places to Launch a Career attractingGeneration Y employees is based on the argument rewards cause both performance and satisfaction. The article touches on the fact that Generation Y does not just want to come to work, do the job, and go home. They want an opportunity to work hard, have new assignments, develop them selves and have a chance to advance in the work place. all(a) of these being rewards to cause high performance and satisfaction. In the article Dan vitriolic states If you dont make an effort to provide and environment in which this generation can do their best, theyre going to find one where they can. If a job is done well by an employee they may feel personal satisfaction but that can only be for so long before they begin looking for the benefit of their hard work. sluice in a offer up position the reward is free, it is seeing the benefit of your work reflected in others. Volunteers feel personal satisfaction of where they volunteer and perform well because the reward is high. If there was no reward to volunteering people would be less inclined to do it. All of these points continue to cause me to believe that rewards cause both satisfaction and performance.Without being rewarded whether it be monetary or just seeing the benefit of a job well done in a volunteer aspect people w ill discontinue to be satisfied in the area they are working in and performance will slack. The age old question of whats in it for me? says it all. No one does anything without personal benefit. Without reward what would be the point of performing well, without reward nothing would be satisfying, and without performance and satisfaction a firm could only produce curt quality work.