Student Assessment Submission and Declaration: Motivation of Employees within the Framework of People Management according to Herzberg’s Two Factor Theory

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Contents

SL no	Description	Page no
1.	Introduction	4
2.	Main Body	4
3.	Conclusion	8
4.	References	9

Introduction

In the context of management of people in organisations motivation is always a consideration in as much as it defines performance, engagement and productivity of the workforce. Therefore, motivation refers to the stimulation of people via intrapersonal and extra personal routes that prompt a given person to attain specific objectives, surmount challenges, and persist in endeavours. In the workplace, it remains the force that compels every employee to the best of his or her abilities. The nature of management has been advanced as being highly related to employee incentives as well as ways of encouraging the same to achieve organisational objectives. This essay will concern the motivation of employees within the framework of people management according to Herzberg’s Two Factor Theory This essay will also discuss individual differences in motivation and it will include the case of Google.

Main Body

Herzberg’s Two-Factor Theory: A Foundation for Employee Motivation

In his Two Factor Theory or the Motivation-Hygiene Theory, Herzberg has identified two elements that influence job satisfaction and dissatisfaction: motivational factors and hygiene factors. Concerning this theory, there are values as well as technical requirements. Rewards are the processes that improve the level of satisfaction and motivation in the workplace such as recognition, achievement, responsibility, and promotion (Basalamah, 2021). The hygiene factors on the other hand are the working environment and conditions such as the rate of pay, organisational policies, working conditions and security of the job which if unfavourable can result in dissatisfaction though their adequacy does not spur motivation. It is understood from Herzberg that, managers can apply the two-factor theory in creating an organisational culture that targets the motivators while at the same time seeing to it that the hygiene factors are just satisfactorily provided for. In practice, it involves challenging assignments, recognition, and development, fair wage and wage increase packages and full employment, plus safe working conditions (Bevins, 2018).

Motivation Practices at Google

Herzberg’s theory can be effectively implemented and put into practice in several large corporations, including the likes of Google. Google is perhaps one of the most renowned organisations regarding its workplace culture, with its culture being eccentric and employee-friendly. The company also pays attention to the utilisation of motivators including employee interests in challenging projects, self-directed work and options for promotion to higher grades via training and progression programmes (Chiat and Panatik, 2019). Google implemented a policy known as the “20% time” whereby an employee is permitted to work on a project of his/her choice for 20% of the working time; this provision falls squarely in Herberg’s theory which avers that two of the key motivators are autonomy and creativity. Google also does not allow hygiene factors to be compromised. The compensation policy includes promising wages, a package of policies and measures aiming at the employees’ health protection, and modern office facilities. Thus, the above aspects do not motivate an employee but they guarantee that an employee has the right environment, free from conditions that may lead to dissatisfaction, to focus on those other motivational elements.

The Importance of Considering Individual Differences

This is one of the main reasons why motivating employees many times is a big problem since people are unique and they have different needs which need to be met. These individual differences are important for managers to understand so that they can maximise the motivational strategies for all subordinates. Some individuals may be motivated by a reduction in costs or gain in profit, others may be motivated by promotion or chance to grow within the company or recognition from peers. The specification of individual differences is crucial in the frameworks of motivation because an optimal strategy cannot be chosen for all employees (Hedge, Powell, and Sumner, 2018).

Impact of Individualism on Motivation

There are differences which exist due to personality, values, cultural beliefs, and or career path taken. For instance, young employees may be enticed more by skills development and training provisions while older employees may be inclined more to provisions such as employment tenure and flexibility of working hours. Likewise, some people work well where they are left to their own devices to do the work that creatively appeals to them while others may relish complex roles that come with certain standards to be met. In the context of Herzberg’s theory, it may well be that employees across the training organisation are likely to show different responses to motivator and hygiene factors (Pitlik and Rode, 2017). For example, one individual may discover that the threat of a career advancement is exciting and motivating while to another individual, things such as a good organisational climate and sound job security would be motivating. This is why managers need to be aware of the particular necessities and needs of the workers in case of motivation techniques.

Example: Google's Approach to Individualised Motivation

Google has shown its appreciation of certain individual differences through the management it practices. In an organisation, the company offers a lot of benefits and has designed some packages for the workers. For instance, Google has a learning program which is known as, Googler-to-Googler where employees are given a chance to develop new skills from their fellow employees which is good for the Googler who seeks training for personal and professional growth. On the other hand, the corporate structural organisation such as on-site gyms Mindfulness sessions and Flex time work for employee wellness for those health-sensitive people and those who care for work-focus balance. Therefore, the individual approach to motivation ensures that the employer – Google, can continuously ensure fulfilment and motivation among the needed specific type of employees across the organisation (Clegg, Pitsis, and Kornberger, 2019).

How to Motivate an Unmotivated Employee

Motivating an unmotivated employee can be particularly challenging, as it often requires identifying the root cause of their lack of motivation. Unmotivated employees can significantly impact the morale and productivity of their teams, and their disengagement can lead to poor performance, increased absenteeism, and higher turnover rates. Managers must address unmotivated employees promptly and effectively to prevent these negative outcomes.

Steps to Motivate an Unmotivated Employee

Identify the Problem: The initial plan in addressing the irregularity of an unmotivated employee is to understand the reason behind disengagement. This can be due to personal matters, dissatisfaction in the position held, perceived job insecurity, or perceived incompatibility between the goals and needs of the organisation and those of the employee. The managers should talk to the employees to comprehend best what is going on (Chatiza, Mubvundu, and Chisango, 2021).

Address the Root Cause: Once a cause has been diagnosed, it turns into the duty of the managers to fix the issue. For example, if the employee is negative about low esteem, then what can assist will be, recognising and perhaps appreciating the efforts the employee has been putting in. If they are complaining about feeling purposeless, then you could make them undertake more tasks or find ways of making them have something to battle for could assist in reactivating them.

Offer Support and Resources: In such a case, the employees might be given some motivation to motivate them and get back to work. This might mean that one offers them things such as training or coaching opportunities, new technology and other aids or one may redesign their work in such a way that is likely to favour the abilities of the receiving party (Manganelli et al., 2018)

Set Clear Goals and Expectations: Goals are a solution to employees’ lack of motivation because if employees are given realistic targets, they change their attitude towards work. Managers should work with employees to develop specific, measurable, attainable, relevant, and time-bound (SMART) goals that align with both the employee’s career aspirations and the organisation’s needs.

Create a Positive Work Environment: In general, the relevance of the topic is rather obvious: every person should like his workplace and feel comfortable there as an employee. Managers should make sure that the type of organisational culture in their organisations embraces and accepts the positive attributes of teamwork, understanding and hostilities. Something else that can help motivate the employees is when they are appreciated or even get a word from the manager once in a while (Morgan, 2017).

Consequences of an Unmotivated Employee

Lack of motivation among the workforce results in many problems not only for the individual worker but also for the employer if such concerns are not addressed at the right time. If employees lack motivation, then it is likely they will have little satisfaction at their workplace and thus be likely to exhibit attributes of low attendance rates, low levels of production and high turnover rates. This can result in a domino effect within the organisation because the level of interaction or non-interaction of an employee has a way of impacting the tempo and spirit of the group or team. Besides, the reduced efficiency level, uninterested persons may mislead others and introduce them to their negativism and resistance to change. This may cause dissatisfaction among colleagues, and in the long run, establish hatred and conflict in teamwork as well as entrepreneurship (Bawa, 2017).

Example: Managing Unmotivated Employees at Amazon

Several challenges come with employee motivation, especially because Amazon is a leading e-commerce company in the world. The company has been accused of having increased working pressure, especially from fulfilment centres most of its employees have complained of job jams and lack of recognition by the management (Sullivan and Robinson, 2017). Because of such concerns, Amazon has embarked on several programs geared towards enhancing employees' motivation and quality well-being. For instance, Amazon has provided an example of Career Choice which provides the employee with financial support to take classes and gain training in some areas of the career which might not be college with the employee's job in Amazon at all. This program addresses a key motivator for many employees: the pursuit of a career and self-actualisation. Owing to promotions and training through different departments Amazon can motivate the demotivated employees thus minimising turnover rates (Kapsandoy, 2018). Also, there are wellness programs for personnel, and the working conditions in Amazon warehouses have been enhanced since companies know that employee satisfaction depends on his/her health. Such efforts show that Amazon has made significant strides in a bid to tackle employee motivation issues comprehensively.

Conclusion

To manage people in any organisation, motivation is an essential factor to consider. Herzberg’s Two Factor Hygiene-Maintenance Theory is informative in identifying factors that affect the motivation and satisfaction level of employees. Modern case studies discussed here including Google and Amazon suggest how organisations can address the need for both motivators and hygiene factors besides accounting for differences within the workforce. Managers are required to be alert regarding the causes of demotivation among the employees so that all workers can work diligently as well as happily.

References

Basalamah, S.A., (2021). The role of work motivation and work environment in improving job satisfaction. Golden Ratio of Human Resource Management, 1(2), pp.94-103.

Bawa, M.A., (2017). Employee motivation and productivity: a review of literature and implications for management practice. International Journal of Economics, Commerce and Management, 12(3), pp.662-673.

Bevins, D.T., (2018). Herzberg's two-factor theory of motivation: A generational study.

Chatiza, K., Mubvundu, M. and Chisango, S., (2021). Employee engagement and service delivery in tertiary institutions: the case of a Public University in Zimbabwe. J Afr Interdisci Stud, 5(11), pp.79-102.

Chiat, L.C. and Panatik, S.A., (2019). Perceptions of employee turnover intention by Herzberg’s motivation-hygiene theory: A systematic literature review. Journal of Research in Psychology, 1(2), pp.10-15.

Clegg, S.R., Pitsis, T.S. and Kornberger, M., (2019). Managing and organizations: An introduction to theory and practice.

Hedge, C., Powell, G. and Sumner, P., (2018). The reliability paradox: Why robust cognitive tasks do not produce reliable individual differences. Behavior research methods, 50, pp.1166-1186.

Kapsandoy, J., (2018). Strategies to Control Labour Turnover in Organisations (Doctoral dissertation, St. Paul's University).

Manganelli, L., Thibault-Landry, A., Forest, J. and Carpentier, J., (2018). Self-determination theory can help you generate performance and well-being in the workplace: A review of the literature. Advances in Developing Human Resources, 20(2), pp.227-240.

Morgan, J., (2017). The employee experience advantage: How to win the war for talent by giving employees the workspaces they want, the tools they need, and a culture they can celebrate. John Wiley & Sons.

Pitlik, H. and Rode, M., (2017). Individualistic values, institutional trust, and interventionist attitudes. Journal of Institutional Economics, 13(3), pp.575-598.

Sullivan, R. and Robinson, M. eds., (2017). Business and human rights: dilemmas and solutions. Routledge.