Hi All,
I heard from a friend that people at senior level management are hired at "CUT" Salaries. The thing is only the best pick it up.That means money just serves as a hygiene factor at that level.I need more clarity on this. Please share your viewpoints.
Regards,
Mallet.
From India, Hyderabad
40I heard from a friend that people at senior level management are hired at "CUT" Salaries. The thing is only the best pick it up.That means money just serves as a hygiene factor at that level.I need more clarity on this. Please share your viewpoints.
Regards,
Mallet.
From India, Hyderabad
The questions means that when i move to a very senior level its the profile that really matters and not money...and its good people picking up great challenging jobs not on the basis of money but profile...
So isnt that a contradiction to Herzberg's Theory...
Mallet.
From India, Hyderabad
So isnt that a contradiction to Herzberg's Theory...
Mallet.
From India, Hyderabad
No..
Thats what the Herzberg theory supports ...
Herzberg says.. factors causing satisfction & those causing dissatisfaction are different.
Therefore there are two factors :
1) Hygiene Factor: absence of which leads to Dissatisfaction
2) Motivation Factors: Presence of which leads to Satisfaction.
The theory says that those factors which cause dissatisfaction, cease to have any effect on individual; once the neccesities are met. say for eg. money.. after an individual starts earning a certain amt.. (depending on his/her needs and aspirations), earning more does not make him feel motivated. where as on the other hand, if s/he was earning less than what s/he wants to earn, it will cause dissatisfaction.
On the other hand motivation factors, like recognition, responsibility leads to satisfaction in performance.
Therefore, the top brass leaves and settles for a lower salary, and higher responsibility, etc. whereas at a lower level, people are still trying to meet there hygiene factor needs, that is of enough pay, therefore, they dont leave and settle for lower salary.
TYPICAL HYGIENE FACTORS
•Working conditions
•Quality of supervision
•Salary
•Status
•Safety
•Company
•Job
•Company policies and administration
•Interpersonal relations
TYPICAL MOTIVATION FACTORS
•Achievement
•Recognition for achievement
•Responsibility for task
•Interesting job
•Advancement to higher level tasks
•Growth
I hope it clarrifies your doubt.. if not ask anything u want to!...
Rgds
Puja
From India, Guwahati
Thats what the Herzberg theory supports ...
Herzberg says.. factors causing satisfction & those causing dissatisfaction are different.
Therefore there are two factors :
1) Hygiene Factor: absence of which leads to Dissatisfaction
2) Motivation Factors: Presence of which leads to Satisfaction.
The theory says that those factors which cause dissatisfaction, cease to have any effect on individual; once the neccesities are met. say for eg. money.. after an individual starts earning a certain amt.. (depending on his/her needs and aspirations), earning more does not make him feel motivated. where as on the other hand, if s/he was earning less than what s/he wants to earn, it will cause dissatisfaction.
On the other hand motivation factors, like recognition, responsibility leads to satisfaction in performance.
Therefore, the top brass leaves and settles for a lower salary, and higher responsibility, etc. whereas at a lower level, people are still trying to meet there hygiene factor needs, that is of enough pay, therefore, they dont leave and settle for lower salary.
TYPICAL HYGIENE FACTORS
•Working conditions
•Quality of supervision
•Salary
•Status
•Safety
•Company
•Job
•Company policies and administration
•Interpersonal relations
TYPICAL MOTIVATION FACTORS
•Achievement
•Recognition for achievement
•Responsibility for task
•Interesting job
•Advancement to higher level tasks
•Growth
I hope it clarrifies your doubt.. if not ask anything u want to!...
Rgds
Puja
From India, Guwahati
Well articulated reply by Puja.
Choice of picking a job based on its intrinsic appeal, its ability to provide creative fulfillment, its power to invoke sense of responsibility are typically the motivators.
As long as hygiene or maintenance factors [money/status/security etc.] are taken care of, an individual can effectively engage himself in doing justice to the motivators.
Any theory afterall can't be the absolute truth.
A good theory however does help in establishing reasonable amount of generalizations which can provide pointers to some possible solutions/alternatives.
For example, there are enough number of individuals, who are at some stage in their lives are actually motivated to make money- more the merrier and other aspects do not matter to them.
Whereas for a few individuals, money is just secondary. There are examples wherein people left cushy jobs or comforts and plunged into jobs that are creatively stimulating. Fall in standard of living/comfort meant nothing to them.
Point I am making here is that any theory or generalization is useful till such time we see it's message but do not regard it as the ultimate explanation for everything.
Cheers !
Rajesh
From India, Mumbai
Choice of picking a job based on its intrinsic appeal, its ability to provide creative fulfillment, its power to invoke sense of responsibility are typically the motivators.
As long as hygiene or maintenance factors [money/status/security etc.] are taken care of, an individual can effectively engage himself in doing justice to the motivators.
Any theory afterall can't be the absolute truth.
A good theory however does help in establishing reasonable amount of generalizations which can provide pointers to some possible solutions/alternatives.
For example, there are enough number of individuals, who are at some stage in their lives are actually motivated to make money- more the merrier and other aspects do not matter to them.
Whereas for a few individuals, money is just secondary. There are examples wherein people left cushy jobs or comforts and plunged into jobs that are creatively stimulating. Fall in standard of living/comfort meant nothing to them.
Point I am making here is that any theory or generalization is useful till such time we see it's message but do not regard it as the ultimate explanation for everything.
Cheers !
Rajesh
From India, Mumbai
I strongly agree on the element of performance as the important factor for appraisal. We can not ignore the fact that the Frederick Herberg, theory is still widely implemented even though the extension results varies from the earlier performance.
Frederick Herzberg explored the question “What do people want from their jobs”. He did this through asking various people about situations and events at work, when they felt exceptionally good or bad about their jobs.
Herzberg’s collection of information revealed that intrinsic factors are related to job satisfaction, whilst extrinsic factors created job dissatisfaction. In other words when people felt satisfied and happy at work the conditions present were directly affecting their inner feelings and self esteem. Yet dissatisfaction was created by the job environment people worked in and the interactions within that environment.
As job satisfaction and job dissatisfaction are controlled by different factors Herzberg concluded that job satisfaction was not the opposite of job dissatisfaction. In contrast to the accepted theories at the time, Herzberg believed that job satisfaction was a distinct and separate entity from job dissatisfaction.
In other words the complete removal of job dissatisfaction will not cause an employee to feel job satisfaction. Similarly job satisfaction does not necessarily eradicate all elements of job dissatisfaction. Herzberg therefore decided that the opposite of job dissatisfaction was simply a work environment containing “no dissatisfaction” and the opposite of job satisfaction was an employee feeling “no satisfaction”.
As extrinsic factors do not motivate employees Herzberg referred to these as Hygiene factors and intrinsic factors were called motivators for obvious reasons. From the 1960s to the 1980’s Herzberg’s theory of motivators and hygiene factors was widely popular. After that other studies labeled it as simplistic but its principles can still be found within other motivation theories.
From India, Mumbai
Frederick Herzberg explored the question “What do people want from their jobs”. He did this through asking various people about situations and events at work, when they felt exceptionally good or bad about their jobs.
Herzberg’s collection of information revealed that intrinsic factors are related to job satisfaction, whilst extrinsic factors created job dissatisfaction. In other words when people felt satisfied and happy at work the conditions present were directly affecting their inner feelings and self esteem. Yet dissatisfaction was created by the job environment people worked in and the interactions within that environment.
As job satisfaction and job dissatisfaction are controlled by different factors Herzberg concluded that job satisfaction was not the opposite of job dissatisfaction. In contrast to the accepted theories at the time, Herzberg believed that job satisfaction was a distinct and separate entity from job dissatisfaction.
In other words the complete removal of job dissatisfaction will not cause an employee to feel job satisfaction. Similarly job satisfaction does not necessarily eradicate all elements of job dissatisfaction. Herzberg therefore decided that the opposite of job dissatisfaction was simply a work environment containing “no dissatisfaction” and the opposite of job satisfaction was an employee feeling “no satisfaction”.
As extrinsic factors do not motivate employees Herzberg referred to these as Hygiene factors and intrinsic factors were called motivators for obvious reasons. From the 1960s to the 1980’s Herzberg’s theory of motivators and hygiene factors was widely popular. After that other studies labeled it as simplistic but its principles can still be found within other motivation theories.
From India, Mumbai
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