Figure 3: Herberg’s Two-factor Theory (1959) Mainly intrinsic in nature e.g. sense of achievement, recognition, responsibility, the nature of the work itself and prospect of growth and advancement
Features of the work environment rather than work itself eg. working conditions, status, company procedures, quality of supervision and interpersonal relations. (‘Hygiene’ indicates they are preventative as in medicine, they stop dissatisfaction occurring).
The Work Environment Factors that produce good feelings about work
If not present, can result in feelings that the work situation is unsatisfactory
There are of course criticisms to both Maslow and Herzberg’s theories, for example there is an assumption an individual has fulfilled all other needs in the hierarchy, and Herzberg’s theory is regarded by some as an oversimplification (Burke, 1966 and Wood & LeBold, 1970). Going back to Valerie and Nita, they both do the same job, however Valerie’s job is enriched through the approach she takes. Valerie doesn’t necessarily have much more to do than Nita, but she is achieving more by being smarter about how she goes about her work. As Clegg and Spencer (2007) point out, job design still remains a significant practical issue for organisations. Hackman and Oldmans’s Job Characteristics Model (1976), which supersedes the two-factor theory, is still the dominant theory in job design. It is concerned with the following job characteristics that influence the motivation of the job holder, in turn affecting her performance and well being. Skill variety: the extent to which the job requires a mix of skills, the exercise of which is valued by the job occupant. Task identity: the extent to which the job is a ‘whole’ one, that is, it has a beginning and an end and results in the completion of a tangible, identifiable outcome. Task significance: the extent to which the job occupant perceives that the job ‘matters’, in terms of affecting the work or lives of other people inside or outside the organisation. Autonomy: the extent to which the job gives its occupant the freedom and discretion to plan the work and decide how it is carried out. Feedback: the extent to which doing the job gives its occupant clear information about the effectiveness of his or her efforts.
The Psychology of Sustainability in the Workplace
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