Motivational and hygienic factors of herzberg in companies

introduction

Through this research on the hygienic factors of Frederick Herzberg I was able to realize the importance of motivation in workers for the achievement of the company's objectives. The factors on which this author is based are two factors: kiss, extrinsic factors. which are the environment and all the factors that surround you, both the physical and environmental conditions of your work. And the intrinsic or motivational factors which are controlled by each person since they are the activities performed by the worker which gives him the satisfaction of achievement of each activity carried out also mentions what are the dissatisfaction factors that are the dissatisfactions of the worker in Regarding extrinsic factors such as wages, benefits, working hours, etc.With this basis we can realize the importance of keeping these two factors in balance for companies to improve and achieve their objectives satisfactorily.

II. Herzberg's Theory of Motivational and Hygienic Factors Applied to Business Development

Frederick Herzberg; He formulated the theory of the two factors to better explain the behavior of people at work and argues for the existence of two factors that guide the behavior of people.

Hygienic factors or extrinsic factors, is the environment that surrounds people and how to carry out their work. These are out of people's control.

Main hygienic factors; salary, social benefits, type of direction or supervision that people receive from their superiors, the physical and environmental conditions of work, the physical policies of the company, internal regulations, etc.,

Herzberg stresses that only hygienic factors were taken into account in people's motivation, work is an unpleasant situation and to get people to work more, you can reward and incentivize wages, that is, the person is incentivized in exchange of work.

According to Herzberg's research, when hygienic factors are optimal, it avoids employee dissatisfaction, and when hygiene factors are lousy, they cause dissatisfaction.

Its effect is like a medicine for headaches, they fight pain but do not improve health. Because they are related to dissatisfaction, Herzberg calls them dissatisfaction factors.

Motivational factors or intrinsic factors, these factors are:

Under the control of the individual (person) as it relates to what he does and performs. Material factors involve feelings related to individual growth, professional recognition, and the self-actualization needs that you perform in your job. Tasks and positions are designed to meet the principles of efficiency and economy, suspending people's creativity opportunities. This makes lose the psychological meaning of the individual, the disinterest causes the "demotivation" since the company only offers a decent place to work.

According to Herzberg, motivational factors on people's behavior are much deeper and more stable when optimal.

Because they are linked to individual satisfaction, Herzberg calls them satisfaction factors.

It also highlights that the factors responsible for people's professional satisfaction are unrelated and are different from the factors of dissatisfaction. For him "the opposite of professional satisfaction would not be dissatisfaction but no satisfaction"

2.1. Satisfaction factors and dissatisfaction factors

In other words, Herzberg's two-factor theory states that:

Job satisfaction is a function of the content or the challenging and stimulating activities of the job that the person carries out: they are motivational or satisfaction factors. Job dissatisfaction is a function of the context, that is, the work environment, the salary, the benefits received, supervision, colleagues and the general context surrounding the position held: these are the hygiene or satisfaction factors.

To provide motivation at work, Herzberg proposes “task enrichment”, also called “job enrichment”, which consists of replacing the simplest and most elementary tasks of the job with more complex tasks, which offer challenging conditions and personal satisfaction, so that the employee continues with his personal growth.

2.2. Motivational factors and hygienic factors

MOTIVATIONAL FACTORS	HYGIENIC FACTORS
(Of satisfaction)	(Of dissatisfaction)
Content of the position (How does the individual feel in relation to his POSITION.	Context of the position (How the individual feels in relation to his Company)
1. The work itself	1. Working conditions
2. Realization	2. Company administration
3. Recognition	3. Salary
4. Professional progress	4. Relations with the supervisor
5. Responsibility	5. Social benefits and services

According to Herzberg, task enrichment brings highly desirable effects, such as increased motivation and productivity, reduces absence from work, and staff turnover. Of course, not everyone agreed with this system, according to critics, they notice a series of undesirable effects, such as increased anxiety, increased conflict between personal expectations and the results of their work in new enriched tasks; feeling of exploitation when the company does not accompany the good of the tasks with the increase in remuneration; reduction of interpersonal relationships, given to the tasks given. Herzberg attaches little importance to the style of administration and classifies it as a hygienic factor, which has also been the target of severe criticism.It is an interesting theory for reorganization cases aimed at increasing productivity, and in which there is no need to assess the global situation.

Herzberg's factors refer to Maslow's primary needs: physiological needs and security needs, although it includes some social type. While motivational factors refer to secondary needs: esteem and self-fulfillment.

Some possible effects of job enrichment

Desirable effects	Undesirable effects
Increased motivation	Increased anxiety
Productivity increase	Increased conflict
Enrichment	Feeling of exploitation
Reduced absenteeism from office	Reduction of interpersonal relationships
Reduce staff turnover

2.3. Management styles

Behavioral theory seeks to demonstrate the variety of management styles that are available to the administrator. The administration of organizations in general is strongly conditioned by the styles with which administrators direct, within them, the behavior of people. In turn, management styles depend, substantially, on the convictions that managers have regarding human behavior within the organization. These convictions shape not only the way people are led, but the way work is divided and activities are planned and organized. Organizations are projected and administered according to certain administrative theories, founded, each of them,in certain convictions about the way people behave within organizations.

2.4. Herzberg's theory

Herzberg proposes a theory of motivation at work, characterized by two types of needs that differently affect human behavior:

Motivational or functional factors: they are those that are related to the work that he performs, for example recognition, stimulating work and personal growth and development. Environmental or hygienic factors: located in the environment that surrounds them and are managed by the company. for example, working conditions, which never fully satisfies the needs of the human being. The theories of motivation presented by Maslow and Herzberg are very relative. Some recent research presents results that cast doubt on its validity. The contribution of the theories can be summarized in: Individuals can be seen as possessors of generalized needs or motives.These needs can be distributed in a hierarchy that goes from physiological and security needs to self-actualization needs; these needs and motives can be understood as a direct influence on behavior; behavior is explained, then, from a need or The reason is based; There is a basic conflict between the needs of individuals and the objectives of organizations; This conflict is resolved not through human relations techniques but through changes in the organizational structure; The best form of organization is one that seeks to optimize the satisfaction of individual and organizational needs through the following means: encouragement, the formation of stable work groups and the participation of workers in decision-making;good communication and clear supervision; Non-bureaucratic structures that function more through the fixing of objects than through the hierarchy of authority. However, some criticisms of the theories of motivation remain unanswered yet: How to validate the existence of human needs? Are they "real" or just "constructions" of psychologists? How to establish what they are? Are they universal or are they contingent in expression under the circumstances? To what extent is it legitimate to use needs as an independent variable? Do they really explain the behavior? Is there a basic contradiction between them and the sociological perspective? If the needs exist, why must they be met within industrial organizations? Why can't they be satisfied outside of work?Non-bureaucratic structures that function more through the fixing of objects than through the hierarchy of authority. However, some criticisms of the theories of motivation remain unanswered yet: How to validate the existence of human needs? Are they "real" or just "constructions" of psychologists? How to establish what they are? Are they universal or are they contingent in expression under the circumstances? To what extent is it legitimate to use needs as an independent variable? Do they really explain the behavior? Is there a basic contradiction between them and the sociological perspective? If the needs exist, why must they be met within industrial organizations? Why can't they be satisfied outside of work?Non-bureaucratic structures that function more through the fixing of objects than through the hierarchy of authority. However, some criticisms of the theories of motivation remain unanswered yet: How to validate the existence of human needs? Are they "real" or just "constructions" of psychologists? How to establish what they are? Are they universal or are they contingent in expression under the circumstances? To what extent is it legitimate to use needs as an independent variable? Do they really explain the behavior? Is there a basic contradiction between them and the sociological perspective? If the needs exist, why must they be met within industrial organizations? Why can't they be satisfied outside of work?Why should they be satisfied within industrial organizations? Why can't they be satisfied outside of work?

III. Individual conclusions

Maria Magdalena Canul Moje

In this theory by Frederick Herzberg he explains to us the behavior of people at work in the same way he proposes a theory of motivation, highlighting that the worker is characterized by two types of needs. The motivational factors in my personal opinion the workers show and consider more important at the time of work they feel motivated is that the work they carry out is important as well as that the job has varied, challenging and creative tasks. This theory helps us to improve our work so that we can perform more and have the spirit and the desire to work.

Brayan Eduardo Fernández Bonilla

Herzberg's hygienic factors must and must exist in all companies or / and workplaces, since these are the ones that set the tone for a company with a quality job.

All employees of a company by default have certain factors that must be covered so that they can develop with determination and without any problem.

I conclude that the factors are of such importance in a company so that it can be sustainable in what is a Leader-Follower deal and so on.

Mariana González Coria

In order for a company to succeed, the workers' hand of workers and others are of utmost importance, so Mr. Federick Herzberg implemented the theory of motivational and hygienic factors for personnel, since within the theory It is concerned with how the worker performs in the face of his job responsibilities and what is the way of observing his behavior towards his surroundings and the way of making incentives so that the worker can give his best.

Among the hygienic factors, I can say that it is the environment that surrounds you that affects or benefits you, as well as your job security, the conditions of your work, etc.

That is why I give importance to this theory because the workforce that works in the different companies that exist is what moves them to get ahead and that is why they have to take care of the staff they have.