The article “Herzberg’s Two-Factor Theory of work motivation tested empirically on seasonal workers in hospitality and tourism” by Lundberg et al (2009) discusses the question if Herzberg’s Theory of motivation is still valid with the aid of an empirical test on seasonal workers in hospitality and tourism (Lundberg et al, 2009)
In the introduction the authors provide background information about general effects of seasonal staffing in tourism and give evidence why motivation theories are not applicable on individuals (Wright, 1989).
Following this, Lundberg et al (2009) outline motivation theories applied on employments and explain Herzberg’s Two-Factor Theory of work motivation, ergo hygiene factors and growth needs (see Appendix 1; Herzberg, 1971; Herzberg, Mausner & Bloch Snyderman, 2005). Moreover, the authors argue that individual personalities influence work motivation (Wang & Erdheim, 2007) and offer criticism on Herzberg’s theory (Parson & Broadbride, 2006; Tietjen & Myers, 1998).
Afterwards, the methodology of the empirical test is explained: The researchers analysed 613 questionnaires, drafted in Likert-type scale and in a context-adapted version of Herzberg’s Two-Factor Theory (see Appendix 2). The test group, composed of seasonal workers in a rural Swedish destination, was divided into two subgroups: migrant and resident community. Beforehand, in-depth interviews were conducted with them (Lundberg et al, 2009).
Analysing the results empirically, Lundberg et al (2009) conclude that Herzberg’s Two-Factor Theory is still valid and proofs the existence of hygiene factors such as the wage level, and growth factors; whereas feedback and responsibility have the biggest influence on work motivation amongst others. The results also show differences between the subgroups of seasonal workers: the group of migrants is less concerned about wage than the residents, but migrants compromise this with a high interest in socializing (Lundberg et al, 2009).
In terms of management guidance, Lundberg et al (2009) recommend that companies should provide their employees with multiple responsibilities and offer options for feedback (Lundberg et al, 2009). Management should also be aware of differences among seasonal workforce and support socializing among migrants (Lundberg et al, 2009).
i. Suitability
Question 1 of Assessment 2 is amongst others about main planning issues of an event and workforce motivation. The journal article of Lundberg et al (2009) provides information which can be applied to answer the questions. On the one hand, staffing is one main issue to plan. Temporary staff is employed in the assessment’s case study and therefore the results of Lundberg et al (2009) concerning seasonal workers can be applied to plan staffing most efficiently with regards to individual differences among employees.
Latham, G. P & Pinder, C. C 2005, Work Motivation Theory and Research at the Dawn of the Twenty-First Century, Annual Review of Psychology, Vol. 56, Issue 1, pp. 485-516, viewed 8 March 2014,
Describe how these theories differ in regard to the ever-reversing role of general intellectual ability factor (g).
Nowadays, the main source of job satisfaction is job security, without a misgiving. It is important for both management and staff. People are truly worried about their jobs particularly with the sale of the business and are just appreciative to have a job (O 'Connor M, 2010). Furthermore, Herzberg claimed that job satisfaction was important to enhance an employee 's motivation. Also, the opportunity to do different work and develop skills in different roles is providing satisfaction. Many companies believe that salary is the key motivator. However, people may want to surpass, get acknowledgment for the attempt to themselves, and they may want to feel a part of a team. Also, they want to feel a joyful of worth at the workplace. It is a reason empowerment plays a very important part in a company 's development. (French, R., et al., 2008). For example, one person can be happy with one point of view their job and sad with another outlook. Moreover, Fredrick Herzberg 's hygiene-motivation theory, he had progression ideas that definite factors cause job satisfaction while others lead to dissatisfaction. He suggested the 'Two Factor theory ' of human motivation in the workplace because he believed that people have two sets of needs. One as avoiding dissatisfaction but by themselves and do not provide satisfaction company policy, relationships, work environment and security. While, another needs as being to develop psychologically. Hertzberg assumed that the motivator factors such as achievement, interesting work and responsibility were the main cause of job satisfaction (Herzberg, F,1968). Simply, they are more love their job if they only focus on itself, and less to enjoy it if they just focused on money (Premuzic T,
Frederick Herzberg was a psychologist interested in the correlation between employee attitude and workplace motivation.
Steers, T. M., Mowday, R. T., & Shapiro, D. L. (2004). Introduction to Special Topic Forum: The Future of Work Motivation Theory. The Academy of Management Review, 29 (3), 379-387.
Latham G.P and Pinder C.C. (2005). Work Motivation Theory and Research at the Dawn of the Twenty-First Century. Annual Review of Psychology 56.
Pardee, R. L. (1990). Motivation Theories of Maslow, Herzberg, McGregor & McClelland. A Literature Review of Selected Theories Dealing with Job Satisfaction and Motivation.
-formed by Frederick Herzberg in 1959 states that there are 2 factors that motivate a person to work. This is also known as Motivation-Hygiene theory. Herzberg’s 2 factor theory states there are factors in the workplace that causes job satisfaction, and a separate factor that causes dissatisfaction.(MacRae & Furnham, 2017). Hygiene factors are factors that are basic for the motivation to exist in an organization these includes salary, company policies, working environment and interpersonal relationships (Management Study Guide, 2013). In short, these are factors that conciliates workers,for them not to be dissatisfied (Management Study Guide, 2013). On the other hand, Motivation factors are factors that pleases or gratifies
Of the numerous speculations of work motivation, Herzberg's (1998) motivator hygiene theory has been a standout amongst the most persuasive in late decades. Essentially, the hypothesis isolates propelling variables into two classifications: Motivator factors, which have a remark with the work itself, and Hygiene factors, which have a remark with the encompassing
Latham, G. P. (2007). Work motivation: History, theory, research, and practice. Thousand Oaks: Sage Publications.
When it is discovered that a worker can fulfill the requirements of their job, but are experiencing shortcomings in doing so, many times it is believed that worker motivation may be the root of the problem (Laird 95). What, though, is work motivation? According to Laird (2006), “motivation is a fundamental component of performance “ and “is the reason that someone chooses to do some things and chooses not to do others”. In other words, work motivation is what energizes workers to the level of output required to fulfill a task, directs their energy towards the objectives that they need to accomplish, and sustains that level of effort over a period of time (Steers et al., 2004). In essence, worker motivation is what gets the job done. Employee motivation has always been a central problem in the workplace, and, as an individual in a supervisory position, it becomes ones duty to understand and institute systems that ensure the proper motivation of your subordinates. Proper motivation of employees can ensure high productivity and successful workflow, while low worker motivation can result in absenteeism, decreased productivity rates, and turnover. A large body of research has been produced regarding motivation, and much of this research is applicable to the workplace. Due to the nature of man, motivation varies from individual to individual, and, because of this, there is no one system that is the best for ensuring worker motivation in every organizational situation, and, as a product, many theories have been created to outline what drives people to satisfactorily complete their work tasks. Throughout the course of this document, the three main types of these motivational theories will be outlined and examples of each as well...
In daily life, we need motivation to improve our performance in our job or in studies. Motivation is an internal force, dependent on the needs that drive a person to achieve. In the other words, motivation is a consequence of expectations of the future while satisfaction is a consequence of past events (Carr, 2005). We need to give reward to our self when we did correctly or we has achieve our target. Reward is something that we are given because we have behaved well, worked hard, or provided a service to the community. Theories of motivation can be used to explain the behavior and attitude of employees (Rowley, 1996; Weaver, 1998). The theories include content theories, based on assumptions that people have individual needs, which motivate their action. Meanwhile according to Robbins (2001), motivation is a needs-satisfying process, which means that when a person's needs are satisfied by certain factors, the person will exert superior effort toward attaining organizational goals. Schulze and Steyn (2003) affirmed that in order to understand people’s behavior at work, managers or supervisors must be aware of the concept of needs or motives which will help “move” their employees to act.Theories such as Maslow (1954), McClelland (1961), Herzberg (1966) and Alderfer (1969) are renowned for their works in this field. The intrinsic reward or also be known as motivators factors is the part of Herzberg motivation theory. Motivators are involve factors built into the job or the studies itself such as achievement, recognition, responsibility and advancement. Hygiene factors are extrinsic to the job such as interpersonal relationship, salary, supervision and company policy (Herzberg, 1966. There have two factors that are called hygiene fac...
People’s behaviour is determined by what motivates them. The aim of this essay is to discuss the essence of the motivation and psychological strengths, its evolution, a brief overview of the key theories of the employees’ motivation and behaviour analysis. The main task is to understand how motivation affects employee behaviour and to clarify the importance of motivation. In this essay I will discuss and produce definitions and examples to answer the main question of what is the driving force and how do people’s needs influence performance at work?
Motivation is an important function in organizations to motivate their employees for their ability to perform well, improving their skills, increasing productivity, job satisfaction and employee extension. Employees also are not a machines that we could just program their task in their brain and they will do it automatically, they require motivation to actually do their job properly. And so, after discussing the process models of the Maslow’s “Hierarchy of needs”, Douglas McGregor theory X and Y, and also the Herzberg’s “two factor motivation hygiene theory.” understanding the ways of motivating people, the human nature, and the substance of nature. I believe that the true motivation can only come from within and also managers can actually motivate all of their employees.
At community levels, tourism offers opportunities for direct, indirect, and induced employment and income, spurring regional and local economic development (Aref, 2010). Tourism usually involves some elements of contact among the tourist and the destination environment. The consequences of these interactions are often referred to as the impacts/ effect of tourism. Most people think of tourism in terms of economic impacts, jobs and taxes. However, Kreag (2001) claims that the range of impacts from tourism is broad and often influences areas beyond those commonly associated with tourism. Leaders as well as residents who understand the potential impacts of tourism can integrate this industry into their community in the most positive way. The impacts of tourism can be sorted into several categories, the most common ones are; economic, environmental and socio-cultural impacts (Cook et al., 2006). Each of these categories includes positive and negative impacts. Recent studies indicate that tourism as a factor of change can affect traditional family values (Kousis, 1989), cause cultural commercialization (Cohen, 1988), increase the crime rate (Nicholls, 1976), and lead to negative elements such as prostitution (Cohen, 1988), and gambling (Pizam and Pokela, 1985). According to Peake (1989), before