1. Group No. 2
Behavioral Program – II
12 A

2. • Give positive satisfaction
• Arising from intrinsic conditions of the job
itself
• Challenging work
• Recognition
• Responsibility

3. CAREER
ADVANCEMENT
MOTIVATIONAL FACTORS
PERSONAL
GROWTH
RECOGNITION
COMPETITION
ACHIEVEMENT
RESPONSIBILI
TY

4. • Do not give positive satisfaction
• Dissatisfaction results from their absence
• Extrinsic to the work itself
• Company policies
• Supervisory practices,
• Wages/salary

5. PAY HIKE
HYGIENE FACTORS
SUPERVISI
ON
RELATIONS
HIPS
COMPANY
POLICIES
ENVIRONME
NT
JOB
SECURITY

6. Independent phenomena
Not on a continuum with one increasing as the
other diminishes
The opposite of Satisfaction is ‘No Satisfaction’ but
not dissatisfaction.
The opposite of Dissatisfaction is ‘No
Dissatisfaction’ but not Satisfaction.

7. Mostly
affected by
the "motivator
factors"
Motivation factors
help increase the
satisfaction but
aren't that
affective on
dissatisfaction
Satisfactio
n
Results of the
"hygiene
factors"
if absent or
inadequate,
Cause
dissatisfaction,
but their
presence has
little effect on
long-term
satisfaction
Dissatisfa
ction

8. Step One: Eliminate Job Dissatisfaction
• Fix poor and obstructive company policies.
• Provide effective, supportive and non-intrusive
supervision.
• Create and support a culture of respect and dignity
for all team members.
• Ensure that wages are competitive.
• Build job status by providing meaningful work for
all positions.
• Provide job security.

9. Step Two: Create Conditions for Job Satisfaction
• Providing opportunities for achievement.
• Recognizing workers' contributions.
• Creating work that is rewarding and that matches
the skills and abilities of the worker.
• Giving as much responsibility to each team member
as possible.
• Providing opportunities to advance in the company
through internal promotions.
• Offering training and development opportunities, so
that people can pursue the positions they want
within the company.

10. Motivators
A sense of
Achievement
Employees will
influence other
workers to work
Both the business
and the workers
are likely to benefit
Hygiene Factors
Has the affect to de-motivate
the workers
Workers might not work
hard
Workers will remain
unhappy which affects
their work and performance

11. Achievement
Recognition
Work Itself
Responsibility
Advancement
Personal
Growth
Hygiene (or Maintenance) Factors
Status
Perso
nal
Life
Securit
Relation
ship
with
Peers
y
Relationshi
Salar
y
p with
Subordinat
es
Relationship
Work
Conditi
ons
with
Supervisor
Company
Policy
and
Administr
ation
Motivators
Supe
rvisi
on

12. Overlooks situational variables
Herzberg assumed a correlation
between satisfaction and productivity
The theory ignores blue-collar
workers

13. Implications of Two-Factor Theory
• The Two-Factor theory implies that the managers must
stress upon guaranteeing the adequacy of the hygiene
factors to avoid employee dissatisfaction.
• Managers must make sure that the work is stimulating
and rewarding so that the employees are motivated to
work and perform harder and better.

14. Implications of Two-Factor Theory Contd.
• This theory emphasize upon job-enrichment so as to
motivate the employees.
• The job must utilize the employee’s skills and
competencies to the maximum.
• Focusing on the motivational factors can improve work-quality

15. Achievement
Achievement recognition
Work itself
Responsibility
Advancement
Growth
Salary
Company policy &
administration
Supervision
Interpersonal relations
Working conditions
Salary
Status
Security
Motivation factors increase job satisfaction
Hygiene factors avoid job dissatisfaction

16. Hygiene Factors
• For Customers
• For Fellow Workers
• For Subordinates
Motivational Factors
• For Customers
• For Employees