Herzberg’s Two-Factor Theory

Introduction

The Two-Factor Theory or Motivation-Hygiene of Herzberg, Dartey-Baah and Amoako (2011)  splits Maslow’s hierarchy of needs into higher and lower level necessities, just as “job satisfaction” and “hygiene” determinants, correspondingly. This above theory says on work satisfaction elements, i.e., achievement, growth and advancement, recognition, and responsibility, are the only real basic objects, that denote a more significance, accomplishment, and then consequently converts to fulfillment plus maintainable enthusiasm. Moreover, extrinsic “maintenance” elements or hygiene wants, like, safety, wage, rapport through superiors plus juniors, working situations, rules, then management actions, while can perform as demotivators when they are not satisfied, after requirements are fulfilled, their needs will rapidly diminish (Wiley, 2008; Cardoso, Dominguez and Paiva, 2015).

                            Table 01: Summery of the factors in Herzberg’s theory

Motivation Factors	Hygiene factors
Advancement	Interpersonal relationship
Work itself	Salary
Possibility of growth	Policies and Administration
Responsibility	Supervision
Recognition	Working conditions
Achievement

                                    Source – Alshmemri, Shahwan-Akl and Maude (2017)

Different between motivation and hygiene factors are the main concepts behind the two-factor theory.

 

Motivational Factors and Construction Industry

In the two-factor theory, motivation is the factor most strongly connected with job satisfaction and to increase the job satisfaction motivational factors should be improve. According to two – factor theory, motivation factors are essential to the job and gain positive attitudes to the job, because they satisfy the ‘need for growth or self-actualization’(Lam and Tang, 2003).

• Advancement

Advancement is defined as upward and position of the employee in the workplace. Promotion is the positive advancement. failure to receive expected promotions and demotion are negative advancement (Ruthankoon and Ogunlana, 2003).

Example – If planning engineer becomes senior planning engineer or project manager of the construction project, it is a positive advancement. But if engineer have more experience and knowledge but still a site engineer or site supervisor it’s a negative advancement.

• Achievement

Positive achievement is achieving a specific success. completing a difficult task on time, solving a job-related problem and seeing positive results works are the examples. failure to make progress at work and poor decision making on the job are the examples for the negative achievements (Alshmemri, Shahwan-Akl and Maude, 2017).

Example – No progress of work, failure in decision making and construction schedule delays are the negative achievements. Construction engineer finished the project on schedule and solve the difficult technical problem are the positive achievements.

• Recognition

When employees receive rewards for reaching goals of their job and produce high value work. criticism and blame for the works are the negative recognition. Supervisors and subordinates may give the recognition (Funso, Sammy and Gerryshom, 2016).

• Responsibility

This includes responsibility and authority in relative to the job. gaining satisfaction from being given the responsibility and freedom to make decisions. Not allow to make decisions, had to ask for approval from the project manager or supervisors before doing works (Alshmemri, Shahwan-Akl and Maude, 2017).

Example – The Procument manager have the responsibility to select the suppliers. But if Procument manager not allow to select the suppliers and had to get approval from project manager is the bad event.

• Work itself

According to Funso, Sammy and Gerryshom (2016), This includes job tasks and assignments of the work, its positive or negative effect upon employees. Task is easy or difficult, interesting or boring can affect to the satisfaction and dissatisfaction of the employee.

Example - If senior planning engineer appoint to simple construction supervision work it’s a bad event for employee. If engineer appoint to the assistant project manager it made him feel challenge.

• Possibility of growth

Actual possibilities to employee personal growth and promoted at the workplace are includes to this. Such as professional growth, chances to learn new skills, learn new techniques and gaining professional knowledge (Ruthankoon and Ogunlana, 2003).

Example – construction engineer appoints to new technological construction work and it is an opportunity to learn new techniques, it’s a positive growth to employee.

 

Hygiene Factors and Construction Industry

Hygiene Factors are correlated with reducing the job dissatisfaction. This lead to preventing job dissatisfaction (Chileshe and Haupt, 2010).

• Interpersonal Relations

This is limited to personal and working relationship between worker and superiors, subordinates. This include social discussions and working related actions during the work time or break time.

• Working Conditions

This includes the physical environmental on the job, comfortable or uncomfortable facilities. Such as amount of work space, tools for work, ventilation and safety. The good working conditions make employee satisfy (Alshmemri, Shahwan-Akl and Maude, 2017).

Example – At the construction sites the workers should have the safety equipment’s such as helmets, boots, safety jackets. And also, necessary tools for the works and reasonable work space. Most of the time construction machineries are working very nearby the workers. Workers should have the enough safety space to do their works, that’s make workers dissatisfy.

• Salary

According to Alshmemri, Shahwan-Akl and Maude (2017), this includes all compensations, such as salary or wages increases or decreases.  

Example – most of construction companies have proper policies regarding salary and bonuses. If employee did more tasks than company expected, companies will increase salaries and bonuses.

• Supervision

This associated with fairness or unfairness, competence or incompetence of the supervisor or supervision. A good supervision is important gaining the employees satisfaction.

Example – If worker is appointing to do the critical work of the construction project there should be safety engineer, site engineer and site technical staff for proper supervision.

 

                                            Video 02: Herzberg two factor theory

                                                

                                                    Source – Abdulkadir Channel (2016) 

Herzberg’s theory for Construction Companies

According to the Ruthankoon and Ogunlana (2003) Herzberg’s theory not entirely applicable to the construction industry. In construction industry motivational factors are responsibility, advancement, possibility of growth, and supervision. Hygiene factors are site safety, job security, working conditions, and relationship with other organizations. Work itself, company’s policy and administration, Recognition, interpersonal relations contributed to both satisfaction and dissatisfaction. Achievement is a motivation factor for engineers but it is a bi-polar factor for site workers.

The construction companies’ major factors that should be considered are interpersonal relations and salary. Construction companies have strong contributions to satisfaction and dissatisfaction. Project managers should create strong relations among project members. Such as nice discussions with subordinates, solving problems among subordinates and create an environment for teamwork. Managers should support construction engineers and workers to learn new techniques and skills to increase job satisfaction. Companies should consider about employees to prevent dissatisfaction. Relationship with other organizations is also an important area for consider. Because contractor, consultant, and designers consider this factor as a cause of dissatisfaction, that impact to decrease in project performance. Also, it avoids negative relationships among project organizations (Funso, Sammy and Gerryshom, 2016; Ruthankoon and Ogunlana, 2003; Chileshe and Haupt, 2010).

References

Abdulkadir, N., 2016. [Online]

Available at: https://www.youtube.com/watch?v=CIhJ0Ggf8_w

 

Alshmemri, M., Shahwan-Akl, L. and Maude, P. (2017) ‘Herzberg’s two-factor theory’, Life Science Journal, 14(5), pp. 12–16. doi: 10.7537/marslsj140517.03.Keywords.

Cardoso, P., Dominguez, C. and Paiva, A. (2015) ‘Hints to Improve Motivation in Construction Companies’, Procedia - Procedia Computer Science, 64, pp. 1200–1207. doi: 10.1016/j.procs.2015.08.513.

Chileshe, N. and Haupt, T. C. (2010) ‘The effect of age on the job satisfaction of construction workers’, Journal of Engineering, Design and Technology, 8(1), pp. 107–118. doi: 10.1108/17260531011034682.

Funso, A., Sammy, L. and Gerryshom, M. (2016) ‘Application of Motivation in Nigeria Construction Industry: Factor Analysis Approach’, International Journal of Economics and Finance, 8(5), p. 271. doi: 10.5539/ijef.v8n5p271.

Herzberg, F., Mausner, B. and Snyderman, B. B. (1959) The Motivation to Work. second, John Wiley, New York. second.

Jarkas, A. M., Radosavljevic, M. and Wuyi, L. (2014) ‘Prominent demotivational factors influencing the productivity of construction project managers in Qatar’, International Journal of Productivity and Performance Management, 63(8), pp. 1070–1090.

Lam, S. and Tang, C. (2003) ‘Motivation of survey employees in construction projects’, 5(1), pp. 61–66.

Ruthankoon, R. and Ogunlana, S. O. (2003) ‘Testing Herzberg’s two-factor theory in the Thai construction industry’, Engineering, Construction and Architectural Management. doi: 10.1108/09699980310502946.

Wiley, C. (2008) ‘What motivates employees according to over 40 years of’.