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Motivation And Job Satisfaction Among Secretaries As Administrators
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1.3 (b) HERZBERG’S TWO FACTOR THEORY
Herzberg’s
(1966) Two-Factory Theory has received the greatest amount of attention
in recent years. It has also generated the greatest controversy. He
clarified much of the earlier confusion in motivation theory. He
disabused the minds of some people who believed that money was the only
motivator for ensuring job satisfaction and replaced it with the fact
that the man who is paid what he accepts as fair and equitable wage
would be contented but would still have to be motivated further. On the
other hand, if he considers he is underpaid he may be demotivated but
salary itself does not motivate. Thus, Herzberg classified all
organizational rewards into two-“hygiene†factors which exist within the
work. His hygiene factors include; perceived fairness of organizational
policy, pay, working conditions, relations with one’s supervisor and
relations with one’s co-workers.
According to Herzberg the inadequacy
of these factors will being about dissatisfaction but their
availability will both result in satisfaction. He referred to factors
like achievement recognition, work itself, responsibility and
advancement as the “motivators†and that such factors possess the
potential of yielding a sense of satisfaction and their presence will
ensure effective motivation. It can be seen that Herbzberg grouped human
needs as enumerated by Mashlow into two by referring to the Maslow’s
lower needs as the dissatisfiers/hygiene needs and called the higher
needs the satisfies/motivators. The implication is that a dissatisfied
worker cannot be motivated.
1.3.(c) VROOM’S EXPECTANCY THEORY OF MOTIVATION
Vroom
propounded his expectancy theory and postulated that people will be
motivated to do things to achieve some goals to the extent that they
expect that certain actions on their past will help them achieve the
goal. The theory was founded on the belief that man being a national
being chooses at any given point in time from a set of alternative plans
of behaviour. The one that he expects will maximize the attractiveness
of the sum of outcomes would form is decision. This postulation is an
attempt to explain individual perception of the relationship between
behaviours and their consequences.
In the work situation this means
that people choose to perform at any level that results in the greatest
pay off or benefits. They will work hard if they expect that efforts put
in would lead to desired rewards such as higher pay or promotions.
Vrooms
(1964) based his theory on three important concepts or variables
(expectancy instrumentality and valence). They are derived from the
relationship between efforts, performances and outcomes or rewards. In
its basic form the theory is concerned with choice behaviour that can
lead to desired outcome & or rewards. According to Szlagy Jr
(1981:414-415), the theory states, that individuals will evaluate
various strategies of behaviour (e.g, working hard every day versus
working hard three days out of five) and then choose that behaviour that
they believe will lead to those work-related outcomes or rewards that
they value (e.g pay increase, promotion or recognition). If the
individual worker believes that working hard every day will lead to a
desired pay increase, expectancy theory would predict that this is the
motivated behaviour that he or she will choose.
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