Page 263 - Introduction to Business

CHAPTER 7 Motivating and Leading Employees 237

In Maslow’s theory, higher motives emerge only after the more basic ones have
been largely satisfied. Hence, Maslow’s model offers an appealing way to organize
motives into a coherent structure, and it provides managers with a policy frame-
work for developing employee motivation programs.
Recent research across different cultures and in countries with relatively low
income levels challenges the universality of Maslow’s views. Maslow’s research was
primarily based on observations of historic and famous individuals, the majority of
whom where white males living in Western societies. In many simpler societies, peo-
ple live on the very edge of survival, yet they form strong and meaningful social ties
and possess a firm sense of self-esteem. In fact, the difficulty in meeting basic needs
can actually foster satisfaction of higher needs; a single parent and the children she
or he is struggling financially to raise may grow closer as a result of the experience.

reality If you were to start your own business, which approach would you
CH ECK prefer to use to motivate your employees, Mayo’s or Maslow’s? Why?

Herzberg’s Motivation-Hygiene Theory
In late 1950s, American psychologist Frederick Herzberg conducted a study on a
group of some 200 accountants and engineers in Pittsburgh, Pennsylvania, to
determine what factors made them like (be satisfied with) their jobs and what fac-
tors did not make them like (be dissatisfied with) their jobs. The two major conclu-
sions that he arrived at amazed him. First, he found that job satisfaction was based
on a set of factors that were intrinsic to the job itself, whereas job dissatisfaction
was based on a completely different set of factors that were extrinsic to the job, or
related to the job environment. Second, he found that contrary to prevailing beliefs,
employee satisfaction and dissatisfaction did not lie on opposite ends of the same
scale, but in fact were on two different scales. One scale ranged from satisfaction to
no satisfaction and the other from dissatisfaction to no dissatisfaction. Herzberg
concluded that job satisfaction depended on motivation factors, such as the job motivation factors Factors such as the
itself, responsibility, advancement, and so on, and job dissatisfaction depended on job itself, responsibility, and
advancement which determine job
hygiene factors such as the work environment. The premise that job satisfaction
satisfaction
and dissatisfaction are not part of the same spectrum is referred to as Herzberg’s
hygiene factors Factors that influence
motivation-hygiene theory (see Exhibit 7.4). the work environment which determine
The motivation-hygiene theory has important implications. Since motivation fac- job dissatisfaction
tors are essentially related to the job itself and hygiene factors are related to the work Herzberg’s motivation-hygiene theory
environment, managers can develop a two-pronged approach to motivate employ- The theory that job satisfaction and
dissatisfaction are not part of the same
ees. First, they can instill job satisfaction through proper work design—what is spectrum
expected, how employees are promoted, how recognition is provided. Unless you are
satisfied with your work, it is only a matter
of time before you quit. The job needs to be EXHIBIT 7.4
rewarding. Imagine yourself working at a Herzberg’s Motivation-Hygiene Theory
Mercedes plant in Stuttgart, Germany, and
Employee job satisfaction and dissatisfaction are not part of the same spectrum.
you are given responsibility to manage an
assembly line. Your boss lets you know what Satisfaction No satisfaction Dissatisfaction No dissatisfaction
is expected of you in terms of the number
of cars to be assembled and the number
Motivation Factors Hygiene Factors
of defects that is acceptable. You will
• Achievement • Supervision
be motivated to do a good job, since • Advancement • Working conditions
everything is spelled out clearly and you • Recognition • Interpersonal relations
• Responsibility • Pay and job security
know that you will be financially rewarded
• The work itself • Company policies
for doing a good job. By manipulating

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