IV32 Motivator Hygiene Theory Frederick Herzberg developed the motivator

Iv32 motivator hygiene theory frederick herzberg

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IV.3.2 Motivator – Hygiene Theory Frederick Herzberg developed the motivator-hygiene theory. This theory is closely related to Maslow's hierarchy of needs but relates more specifically, to how individuals are motivated in the workplace. Based on his research, Herzberg argued that meeting the lower-level needs (hygiene factors) of individuals would not motivate them to exert effort but would only prevent them from being dissatisfied. Only if higher-level needs (motivators) were met would individuals be motivated (Onlinelibrary.com, n.d). The implication for managers of the motivator-hygiene theory is that meeting employees lower-level needs by improving pay, benefits, safety, and other job-contextual factors will prevent employees from becoming actively dissatisfied but will not motivate them to exert 26 Professional issues & Practices Sachini Perera (Batch 80)
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additional effort toward better performance. To motivate workers, according to the theory, managers must focus on changing the intrinsic nature and content of jobs themselves by "enriching" them to increase employees' autonomy and their opportunities to take on additional responsibility, gain recognition, and develop their skills and careers (Onlinelibrary.com, n.d). IV.3.3 Expectancy Theory In the mid-1960s, Victor Vroom connected ideas of social research led in the 1930s by Kurt Lewin and Edward Tolman straightforwardly to work motivation. Fundamentally, Vroom proposed that people pick work practices that they trust prompt results they esteem. In choosing how much push to put into a work conduct, people are probably going to consider: Their hope, which means how much they trust that advancing exertion, will prompt a given level of execution. Their instrumentality or how much they trust that a given level of execution will bring about specific results or rewards. Their valence, which is the degree to which the normal results are alluring or ugly. Every one of the three of these variables are required to impact motivation in a multiplicative manner so that for a person to be profoundly energetic, each of the three of the segments of the hope demonstrates must be high. Furthermore, if even one of these is zero (e.g., instrumentality and valence are high, however, hope is totally truant), the individual will have not a motivation for the undertaking. In this way, supervisors should endeavor, to the degree conceivable, to guarantee that their workers trust that expanded exertion will enhance execution and that execution will prompt esteemed prizes (MindTools.com, n.d). In the late 1960s, Porter and Lawler distributed an augmentation of the Vroom anticipation show, which is known as the Porter-Lawler hope demonstrate or the Porter-Lawler display. In spite of the fact that the fundamental commences of the Porter-Lawler demonstrate is the same with respect to Vroom's model, the Porter-Lawler display is more perplexing in various ways.
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  • Fall '18
  • Hermione Granger
  • Management, Sachini Perera

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