Herzberg’s Two-Factor Theory

 

The two-factor theory suggests that there are a number of factors that affect either job satisfaction or dissatisfaction and these cannot be measured using the same continuum. It is based on a literature review that was conducted on literature from 1900 to 1955 involving issues concerning job satisfaction and dissatisfaction and the reasons behind them. This theory was also developed in the 1950s; a time when there was full employment in the United States, with most factories or manufacturing plants working fulltime. These circumstances were highly instrumental in the development of a perspective concerning job satisfaction and dissatisfaction because it involved a situation where there was considerable unionization, which is in contrast to the current job situation, where there is a high unemployment rate and a considerable reduction in unionization. Among the most significant findings of this theory is that there is a relationship between job satisfaction and the productivity of employees. In addition, the characteristics of dissatisfaction among workers are well documented in the literature that was reviewed. Furthermore, the attitudes related to work has also been well defined in the literature; a sign that there had been extensive research on the subject over the decades. The theory suggests that while there are a considerable number of factors that might bring about the development of dissatisfaction among employees, there are only a few factors that can lead to the advancement of job satisfaction.

These conclusions are based on two hypotheses that seek to advance an understanding of job satisfaction and dissatisfaction. The first of these is that the “…factors leading to positive attitudes and those leading to negative attitudes will differ.” The second hypothesis suggests that there are “…factors and effects involved in long-range sequences of events would differ from those in short-range sequences.” Through a study of a number of engineers and accountants, there was an attempt to understand their level of job satisfaction. One of the most significant findings was that while salaries were considered an important dissatisfier, there were instances where it was appreciated, especially in situations where it involved a reward for a job well done. Hygiene factors were considered to have a significant effect on satisfaction, with a large number of those interviewed stating that good hygiene had a positive effect on the performance of individuals in the workplace. Therefore, when the hygiene needs of employees are satisfied, it becomes possible to ensure that there is the advancement of a reduction of dissatisfaction and poor performance. According to Herzberg, it is essential for jobs to be restructured in such a way that ensures the advancement of the ability of workers to achieve their maximum productivity. Motivational factors have to be employed in order to bring about job satisfaction, and this should be done with recognition of the role of the supervisor in the work environment. Finally, there is need to ensure that workers are supposed to be allowed an opportunity to determine how best to achieve their work goals, and this is in order to complement the role of supervisors in organizing and planning how work is to be conducted.