{"id":55,"date":"2008-07-13T23:15:01","date_gmt":"2008-07-13T23:15:01","guid":{"rendered":"http:\/\/tameraktas.com\/wptest\/wordpress\/2008\/05\/24\/herzbergin-yki-faktor-kuramy-two-factor-theory\/"},"modified":"2023-04-01T13:08:01","modified_gmt":"2023-04-01T13:08:01","slug":"herzbergin-iki-faktor-kurami-two-factor-theory","status":"publish","type":"post","link":"https:\/\/e-motivasyon.net\/en\/herzbergin-iki-faktor-kurami-two-factor-theory.html","title":{"rendered":"Herzberg's Two-Factor Theory"},"content":{"rendered":"

Herzberg's Two-Factor Theory<\/strong><\/span><\/h3>\n
One of the people who contributed significantly to the development of motivation theory was Frederick Herzberg. Herzberg, just like Maslow and Alderfer, argued that needs are the basis of motivation.<\/strong><\/div>\n

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Frederick Herzberg developed the Two-Factor theory in the late 1950s and early 1960s. Herzberg and colleagues interviewed a group of approximately 200 engineers and accountants in Pittsburgh, asking them to recall situations in which they felt particularly satisfied and motivated, and vice versa, from their job and work in the past. Then they asked them to describe what these good and bad feelings they felt were. The answers received were recorded and included in the content analysis. As a result, it has been determined that there are two different dimensions from the answers given by the employees in relation to job satisfaction and dissatisfaction (Moorhead and Griffin, 1989: 116).<\/strong><\/div>\n

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Ara\u015ft\u0131rman\u0131n sonu\u00e7lar\u0131na g\u00f6re \u201ckoruyucu (hijyen) fakt\u00f6rler\u201d ve \u201cmotive edici fakt\u00f6rler\u201d olmak \u00fczere iki farkl\u0131 fakt\u00f6r grubunun var oldu\u011fu ve i\u015fyerindeki insanlar\u0131 farkl\u0131 \u015fekillerde etkiledi\u011fi belirlenmi\u015ftir (Tosi, Rizzo ve Carroll, 1990: 275).<\/strong><\/div>\n

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1. Protective-hygiene factors<\/strong><\/span><\/h3>\n
These factors were obtained as a result of the answers given by the employees to the questions about the reasons for the dissatisfaction and lack of motivation. These; wage, job security, working conditions, level and quality of supervision, company policy and management, interpersonal relations.<\/strong><\/div>\n

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Accordingly, if the protective-hygiene factors are not present in the workplace, they represent the elements that create dissatisfaction for individuals. Providing these reduces dissatisfaction, but does not increase one's satisfaction. As a result, these factors are associated elements in a business context (Tosi, Rizzo and Carroll, 1990: 275).<\/strong><\/div>\n

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2. Motivational factors<\/strong><\/span><\/h3>\n
These factors are the findings obtained from the answers given by the employees to the questions asked about satisfaction and motivation. These are; sense of achievement, recognition, responsibility, work itself, and personal growth and promotion.<\/strong><\/div>\n

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Motivational factors are those that employees specify as the main reason for motivation and satisfaction. Accordingly, the fact that employees clearly see and feel these factors at work causes them to be satisfied and motivated. However, unlike the hygiene factors, the absence of these factors does not give the feeling of dissatisfaction, although it does not give the feeling of satisfaction (Moorhead and Griffin, 1989: 116).<\/strong><\/div>\n

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In this theory of Herzberg, unlike the other theories of Maslow and Alderfer, he did not show the requirements in a row, but expressed them by grouping them in two different factors. Accordingly, meeting the needs in hygiene factors does not create a sense of satisfaction in the individual, while not meeting them creates an element of dissatisfaction. On the other hand, the individual will not be satisfied when the needs in the \u201cmotivating factors\u201d are not met; however, he will not feel dissatisfied (S\u00fcral \u00d6zer & Topalo\u011flu, 2008; 93).<\/strong><\/div>\n

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Herzberg k\u00fclt\u00fcrel farkl\u0131l\u0131klara ra\u011fmen, motive edici ve hijyen fakt\u00f6rlerinin d\u00fcnya genelindeki i\u015fg\u00f6renleri benzer \u015fekilde etkiledi\u011fine inanmaktad\u0131r. Bununla ilgili geli\u015fmi\u015f \u00fclkelerde (ABD, Japonya, Finlandiya, Macaristan, \u0130talya) yap\u0131lan baz\u0131 ara\u015ft\u0131rmalar bu g\u00f6r\u00fc\u015fleri do\u011frular niteliktedir. Bununla birlikte bu ara\u015ft\u0131rmalarda g\u00f6r\u00fclen farkl\u0131 bir bulgu da motive edici gereksinimlerin \u00e7al\u0131\u015fanlar\u0131n b\u00fcy\u00fck k\u0131sm\u0131nda (%60-90 aras\u0131) tatmin sa\u011flarken, olmamas\u0131 ise \u00e7al\u0131\u015fanlar\u0131n bir k\u0131sm\u0131nda da (%18-40 aras\u0131) tatminsizlik hissi verdi\u011fidir. Hijyen fakt\u00f6rlerinin yeterince olmamas\u0131 \u00e7al\u0131\u015fanlar\u0131n b\u00fcy\u00fck k\u0131sm\u0131 i\u00e7in tatminsizlik sa\u011flarken (%65-80 aras\u0131), olmas\u0131n\u0131n ise \u00e7al\u0131\u015fanlar\u0131n bir k\u0131sm\u0131nda tatmin sa\u011flad\u0131\u011f\u0131 (%10-30 aras\u0131) belirlenmi\u015ftir (Hellriegel vd., 2001: 143). Bu \u00e7al\u0131\u015fmalar\u0131n geli\u015fmekte olan \u00fclkelerde de yap\u0131lmas\u0131 \u00e7al\u0131\u015fanlar\u0131n daha b\u00fcy\u00fck bir k\u0131sm\u0131nda hijyen fakt\u00f6rlerinin (\u00f6zellikle de \u00fccret gibi) daha \u00e7ok motive edici fakt\u00f6rler olarak m\u0131 g\u00f6sterilece\u011fi merak konusudur.<\/strong><\/div>\n

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One of the most important contributions of Herzberg's work was that it had a powerful effect on motivation at work, stimulating empirical research and thought. In addition, the systematic language and style he used in his work was easily understood by the managers coming from the practice, and he offered specific suggestions to the managers in a way that could be used simply to motivate the employees. Although there are great criticisms of the model, Herzberg's theory still maintains its popularity among managers and maintains its international appeal (Porter et al., 2003:10).<\/strong><\/div>\n
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Tayfun Topalo\u011flu<\/strong><\/a><\/p>\n

All Posts by the Author<\/strong><\/a><\/p>\n<\/div>\n

References<\/a><\/p>\n

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Introduction to Motivation Theory<\/a><\/p><\/blockquote>\n