7. Maslow Hierarchy of
Needs
Herzberg 2 Factor Theory
Self Actualisation Needs
Motivators
Achievement
Recognition
Esteem Needs Responsibility
The Work itself
Belonging Needs
Personal Growth
Hygiene
Working Conditions
Pay and Security
Safety Needs Company Policies
Supervisors
Physiological Needs Interpersonal
Relationships
8. “Hey Maslow- a little less ‘self-actualisation’
and little more whip like Frank over there….”
Prevalent View
of North
American and
Western Europe
management
Industrial Era
Knowledge Era
Quality/ Lean Era
9. Crux of difference between two schools of theory; what makes people get up and go?
To make dog move;
Do I kick it
Or
Do I offer it doggie snack
10. Crux of difference between two schools of theory; what makes people get up and go?
To make dog move;
Do I kick it
Or
Do I offer it doggie snack
Non-Herzberg view is –
The dog moves because
of reward or punishment
But other than that it stays where it is
Herzberg view is -
It is me that is motivated
not the dog.
I want the dog to move….the dog
just moved
11. Herzberg – Motivation is founded on
Satisfaction
◦ Sense of Achievement
◦ Responsibility
◦ Personal Growth
◦ Recognition of Achievement
◦ This equates into DIRECT FEEDBACK
To what extent are people who contribute ideas
prompted to do so as a result of motivation or by
movement
12. Research By Nigel Basset-Jones and Geoffrey
Lloyd
SAMPLE
32 Large Organisations
Member of UK Association of Suggestion
Schemes (http://www.ideasuk.com)
Public and Private Sectors
Retail and Manufacturing Sectors
Financial and Utility Sectors
Police
Sample Size 5000
DATA COLLECTION AND RESPONSE
Survey Questionnaire
50:50 split between Contributor/Non-
Contributor
Shared over all organisational levels.
64% Response Rate
13. Response Rate Per Sector
0%
10%
20%
30%
40%
50%
60%
70%
80%
Retail Utilities Police Force Services Manufacturing Finance Government
Response Rate per Sector
“..non-contributors are
obviously neither
motivated or moved,
and nothing to add…”
Possible
Bias in
study
14. Research Findings
Motivator Mover
• “Personal Feel Good”
• Improves Prospects
Recognition
from Line
Manager
• Established group
member
• Life easier
Recognition
from
Colleagues
• Encouragement to try
• Encourage to win prize
Seeing others
people ideas
implemented
Motivator or Mover
17. Does Herzberg 2-Factor theory have
utility?
◦Study Found
◦ Motivators outweighed Movers
◦ Study Concluded
◦ Managerial Recognition as a Motivator has declined
◦ Prevalence of “Economic Man” work environment remains
◦ To motivate the intrinsic aspects of an Employee requires
◦ Systems to tap the Employees’ value added contributions
◦ Managers to provide an environment to encourage Employees
18. Takeaway;
Herzberg’s 2 factor Theory and Leadership
Empowerment of Employees by:
o Communicating Company Performance Information
o Giving Knowledge and skills to employees so they can contribute to company goals
o Allowing Employees making substantive decisions
o Rewarding Employees based on Company performance
A leaders role is to organise the workplace in such away that each person can learn,
contribute and grow
Editor's Notes
Content is Maslow, Herzberg
Process is VROOM and the Expectancy
Extrinsic – MCGregort and X&Y type of workers…people are lazy assumption
Freud and Behaviourists were the first 2 waves
THIRD WAVE was based on Positive Mental Health and Happiness
Physiological - Basic Needs
Safety – Safe and Secure
Belong – Desire to be accepted
Esteem – Positive Self Image
Self Actualisation – self fulfilment meeting our potential
Freud and Behaviourists were the first 2 waves
THIRD WAVE was based on Positive Mental Health and Happiness
Physiological - Basic Needs
Safety – Safe and Secure
Belong – Desire to be accepted
Esteem – Positive Self Image
Self Actualisation – self fulfilment meeting our potential
1959Interviewed 203 engineers and accountantsAsked to describe periods in their lives of extreme job happiness and unhappinessRespondents gave a "sequence of events" surrounding the incidentsTwo distinct clusters of factor
Hygiene – Presence or Abscene of Job Dissatisfiers
Motivators MEET OUR HIGH LEVEL NEEDS for
ACHIEVEMENT
RECOGNITION
RESPONSIBILITY
GROWTH
Purpose of Study
Ambiguos factors
Main Herzberg MOTIVATORS
Not recognised as so
There was a correlation between perception of Manager and completing a survey
If Manager Has these Attributes