How Do You Motivate Employees Herzberg Grafic
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How Do You Motivate Staff?
Forget Praise.Forget Praise.
Forget Punishment.Forget Punishment.
Forget cash.Forget cash.You need to make their jobsYou need to make their jobs
more interesting!more interesting!
Based on Frederick Herzberg’s article:Best of HBR, 1968 in HBR Jan.2003
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Contents
A Practical Formula for Moving PeopleA Practical Formula for Moving People KITAKITA
Personnel Practices to instill MotivationPersonnel Practices to instill Motivation MotivationMotivation--Hygiene TheoryHygiene Theory
Job EnrichmentJob Enrichment
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A Practical Formula for MovingPeople
What is the simplest, surest, andWhat is the simplest, surest, and
most direct way of gettingmost direct way of getting
someone to do something?someone to do something? Ask?Ask?
Tell the person?Tell the person?
Give the person a monetaryGive the person a monetary
incentive?incentive?
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The surest and leastThe surest and leastcircumlocuted way ofcircumlocuted way of
getting someone to dogetting someone to do
something is to administer asomething is to administer a
kick in the pantskick in the pants -- KITAKITA
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Negative Physical KITA
Literal application of the term, andLiteral application of the term, andwas frequently used in the past.was frequently used in the past.
Major drawbacks:Major drawbacks:
1.1. InelegantInelegant2.2. Contradicts the precious image ofContradicts the precious image of
benevolence that most organizations benevolence that most organizationscherishcherish
3.3. Results in negative feedbackResults in negative feedback – – you youmight be kicked in returnmight be kicked in return
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Negative Psychological KITA
Several advantages over negative physicalSeveral advantages over negative physical
KITA.KITA.1.1. Cruelty not visible, the bleeding isCruelty not visible, the bleeding is
internal and comes much later.internal and comes much later.
2.2. It reduces the possibility of physicalIt reduces the possibility of physical backlash. backlash.
3.3. The direction and site possibilities of theThe direction and site possibilities of theKITA are increased many times.KITA are increased many times.
4.4. The person administering the kick can beThe person administering the kick can beabove it all and let the system do the dirtyabove it all and let the system do the dirty
work.work.5.5. Those who practice it receive egoThose who practice it receive ego
satisfaction.satisfaction.
6.6. There is no tangible evidence of a realThere is no tangible evidence of a realattack.attack.
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If I kick you in the rear (physically orIf I kick you in the rear (physically or
psychologically) who is motivated? psychologically) who is motivated?
I I am motivated;am motivated; you you move!move!
Negative KITA does not lead to motivation, Negative KITA does not lead to motivation, but to movement. but to movement.
So…So…
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Positive KITA
I have a year I have a year --old dog.old dog.
When it was a small puppy and I wanted it to move, IWhen it was a small puppy and I wanted it to move, Ikicked it in the rear and it moved.kicked it in the rear and it moved.
Now that I have finished its obedience training, I hold up a Now that I have finished its obedience training, I hold up a biscuit when I wanted it to move. biscuit when I wanted it to move.
Who is motivatedWho is motivated – – I or the dog?I or the dog?
The dog wants the biscuit, but it is I who want it to move.The dog wants the biscuit, but it is I who want it to move.
Again, I am the one who is motivated, and the dog is theAgain, I am the one who is motivated, and the dog is theone who moves.one who moves.
I exerted aI exerted a pull pull instead of ainstead of a push push..
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Why is KITA not Motivation?
If I kick my dog (from the front or the back),If I kick my dog (from the front or the back),
he will move.he will move.
And when I want him to move again, whatAnd when I want him to move again, what
must I do?must I do?
I must kick him again!I must kick him again! Similarly I can charge a person’s battery, andSimilarly I can charge a person’s battery, and
then recharge it, and recharge it again.then recharge it, and recharge it again.
But it is only when one has a generator ofBut it is only when one has a generator of
one’s own that we can talk about motivation.one’s own that we can talk about motivation.
OneOne wantswants to do it.to do it.
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Some positive KITA personnel
practices that were developed as
attempts to instill “Motivation.”
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1. Reducing Time Spent at Work
Getting people of the job!Getting people of the job! Time spent on the job haveTime spent on the job have
been reduced over the last 50 or been reduced over the last 50 or
60 years.60 years.
Fact: Motivated people seekFact: Motivated people seek
more hours of work, notmore hours of work, notfewer!fewer!
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2. Spiraling Wages
Have these motivated people?Have these motivated people?
Yes, to seek the next wage increase!Yes, to seek the next wage increase!
Some medievalists still can be heard to say that “aSome medievalists still can be heard to say that “agood depression will get employees moving”.good depression will get employees moving”.
They feel that if rising wages don’t or won’t doThey feel that if rising wages don’t or won’t do
the job, reducing them will.the job, reducing them will.
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3. Fringe Benefits
People spend less time workingPeople spend less time workingfor more money and morefor more money and more
security than ever before, andsecurity than ever before, and
the trend cannot be reversed.the trend cannot be reversed.
The cost of fringe benefits haveThe cost of fringe benefits haverisen and there is still a cry forrisen and there is still a cry for
motivation.motivation.
T he eco no m ic ne r ve a nd t h
e la z y ne r ve o f
e m p lo yee s ha s i n
sa t ia b le a p pe t i te s !
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4. Human Relations Training
More than 30 years of teaching and, inMore than 30 years of teaching and, inmany instances, of practicingmany instances, of practicing
psychological approaches to handling psychological approaches to handling
people have resulted in costly human people have resulted in costly human
relations programmes, and, in the end,relations programmes, and, in the end,
the same question: How do youthe same question: How do you
motivate workers?motivate workers?
30 years ago it was necessary to30 years ago it was necessary to
request, “Please do not spit on therequest, “Please do not spit on the
floor.” Today, it needs 3 “pleases”floor.” Today, it needs 3 “pleases” before the employee feels that the before the employee feels that the
employer has demonstratedemployer has demonstrated
psychologically proper attitude. psychologically proper attitude.
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5. Sensitivity Training
An advanced form of human relationsAn advanced form of human relationsKITA.KITA.
DO you really, really, understand yourself?DO you really, really, understand yourself?
Do you really, really, really trust otherDo you really, really, really trust other
people? people?
Personnel managers conclude that thePersonnel managers conclude that the
failure of sensitivity training lies not in thefailure of sensitivity training lies not in the
what they were doing, but in the employee'swhat they were doing, but in the employee's
failure to appreciate what they were doing.failure to appreciate what they were doing.
This led to the field of Communication.This led to the field of Communication.
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6. Communications
A professor of communications was invitedA professor of communications was invitedto join the faculty of management trainingto join the faculty of management training programme and help in making employees programme and help in making employeesunderstand what management was doing forunderstand what management was doing forthem.them.
After briefing sessions, house organs,After briefing sessions, house organs,supervisory instruction on the importance ofsupervisory instruction on the importance ofcommunicationscommunications – – no motivation resulted,no motivation resulted,
And the obvious thought occurred thatAnd the obvious thought occurred that
perhaps management was not hearing what perhaps management was not hearing whatthe employees were saying.the employees were saying.
That led to the next KITA.That led to the next KITA.
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7. Two-Way Communication
Management ordered morale surveys,Management ordered morale surveys,
suggestion plans, and group participationsuggestion plans, and group participation
programmes. programmes.
Then, both management and employees wereThen, both management and employees were
communicating and listening to each othercommunicating and listening to each other
more than evermore than ever -- but without muchbut without muchimprovement in motivation.improvement in motivation.
Management then started looking intoManagement then started looking into
“actualization” based on the writings of the“actualization” based on the writings of the
soso--called higher called higher --order need psychologistsorder need psychologistsand a new KITA emerged.and a new KITA emerged.
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8. Job Participation
“Give them the big picture” approach.“Give them the big picture” approach. For e.g. a man tightening 10,000 nuts on theFor e.g. a man tightening 10,000 nuts on the
assembly line is told that he is building a limousine.assembly line is told that he is building a limousine.
Another approach to give employees a “feeling”Another approach to give employees a “feeling”
that they are determining, in some measure, whatthat they are determining, in some measure, whatthey do on the job. The goal is to provide athey do on the job. The goal is to provide a sense sense ofof
achievement rather than the a substantiveachievement rather than the a substantive
achievement in the task.achievement in the task.
But still there was no motivation.But still there was no motivation.
The inevitable conclusion is that the employeesThe inevitable conclusion is that the employees
must be sick, and therefore to the next KITA.must be sick, and therefore to the next KITA.
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Since separate factors need to beSince separate factors need to be
considered, depending on whetherconsidered, depending on whether
job satisfaction or job dissatisfaction job satisfaction or job dissatisfaction
is being examined, it follows thatis being examined, it follows thatthese two feelings are not oppositesthese two feelings are not opposites
of each other.of each other.
The opposite of job dissatisfaction isThe opposite of job dissatisfaction is
not job satisfaction butnot job satisfaction but nono job job
dissatisfaction.dissatisfaction.
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- C r y i ng is no t t he o
p pos i te o f La ug h te r, a nd v ic
e ve rsa.
- T he o p pos i te o f c r
y i ng is no t c r y i ng a
nd t he o p pos i te o f la ug h te r a nd n
o la ug h te r.
We normally think of satisfaction and dissatisfaction asWe normally think of satisfaction and dissatisfaction as
opposites; i.e., what is not satisfying must be dissatisfying,opposites; i.e., what is not satisfying must be dissatisfying,and vice versa.and vice versa.
But, when it comes to understanding the behaviour ofBut, when it comes to understanding the behaviour of
people, more than a play on words is involved. people, more than a play on words is involved.
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Two different needs of human beings areinvolved.
One set of needs stems from humankind’sOne set of needs stems from humankind’sanimal natureanimal nature – – the builtthe built--in drive to avoid painin drive to avoid painfrom the environment and the learned drives thatfrom the environment and the learned drives that become conditioned to the basic biological become conditioned to the basic biologicalneeds.needs.
The other relates to the unique humanThe other relates to the unique humancharacteristic, the ability to achieve and throughcharacteristic, the ability to achieve and throughachievement, to experience psychologicalachievement, to experience psychologicalgrowth.growth.
The stimuli for growth needs are tasks thatThe stimuli for growth needs are tasks that
induce growthinduce growth – – job job content.content. The stimuli inducing painThe stimuli inducing pain--avoidance behaviouravoidance behaviour
are found in the jobare found in the job environment.environment.
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The dissatisfaction-avoidance or hygiene
(KITA) factors that are extrinsic to the jobare:
PolicyPolicy SupervisionSupervision
Interpersonal relationshipsInterpersonal relationships
Working ConditionsWorking Conditions
SalarySalary
StatusStatus
SecuritySecurity
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A summary of the results of the 12 studies on
factors affecting job attitudes of 1,685 employees
80 60 40 20 0 20 40 60 80
Percentage frequency
Total of all factors
Contributing to job
dissatisfaction
Total of all factors
Contributing to job
satisfaction
31 Motivators 81
1969 Hygiene
Motivators are theprimary cause of
Satisfaction and
hygiene factors are
the primary cause
of unhappiness.
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Factors affecting job attitudes as
reported in 12 investigations
50 40 30 20 10 0 10 20 30 40 50
achievement
recognition
work itself
responsibility
advancement
growth
Factors on the job that led to
extreme satisfaction
% %
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Factors affecting job attitudes as
reported in 12 investigations
50 40 30 20 10 0 10 20 30 40 50
policy
supervision
relationship with supervisor
work conditions
salary
relationship with peers
Factors on the
job that led to
extremedissatisfactionpersonal life
relationship with subordinates
status
security
% %
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The Motivation-Hygiene
Theory
suggests that work besuggests that work be
enriched enriched
toto
bring about effective utilization ofbring about effective utilization of
personnelpersonnel
Job
Enrichment
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Job Enrichment
Not a one time proposition, but Not a one time proposition, buta continuous managementa continuous management
function.function.
The very nature ofThe very nature of Motivators Motivatorsas opposed toas opposed to Hygiene Hygiene factors isfactors is
that they have a much longer that they have a much longer --
term effect on employees’term effect on employees’
attitudes.attitudes.
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If you have employees on theIf you have employees on the job, use them! job, use them!
If you cannot use them on theIf you cannot use them on the
job, get rid of them! job, get rid of them!
If you cannot use them, andIf you cannot use them, and
you cannot get rid of them,you cannot get rid of them,
you will have a motivationyou will have a motivation
problem!problem!
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