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Teori Motivasi

Herzberg's motivation-hygiene theory proposes that there are two categories of job factors - hygiene factors and motivators - that independently influence employee satisfaction and motivation. Hygiene factors like salary, job security, and working conditions prevent dissatisfaction but do not motivate. Motivators like achievement, recognition, responsibility, and advancement positively motivate employees and increase job satisfaction. The theory also distinguishes between job satisfaction and dissatisfaction, seeing them as independent continua rather than opposite ends of the same continuum.

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Andrianus Atu
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228 views

Teori Motivasi

Herzberg's motivation-hygiene theory proposes that there are two categories of job factors - hygiene factors and motivators - that independently influence employee satisfaction and motivation. Hygiene factors like salary, job security, and working conditions prevent dissatisfaction but do not motivate. Motivators like achievement, recognition, responsibility, and advancement positively motivate employees and increase job satisfaction. The theory also distinguishes between job satisfaction and dissatisfaction, seeing them as independent continua rather than opposite ends of the same continuum.

Uploaded by

Andrianus Atu
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Herzbergs motivation- hygiene theory

Herzberg (Herzberg et al. 1959) apllied maslows general theory motivation specifically to work
morivation. Herzbergs motivation- hygiene, or two- factor, theory proposed that there are two diffirent
categories of needs, which are independent and affect behavior in different ways: hygiene and
motivators. The hygiene or maintenance factors are security, status, money, working conditions,
interpersonal relations, supervision, and policies and administration. The hygienes are related to the
environment and conditions of the job. They are not growth producing motivators for employees: they
only prevent lost productivity due to job sissatisfaction. One the other hand, the motivators seem to be
effective in motivating towars superior performance and positively affecting job satisfaction. They are
related to the job it self. The motivators are growth and development, advancement, increased
responsibility for work, challenging work, recognition and achievement.

in Herzbergs theory, work motivation is seen as composed of job satisfaction and dissatisfaction.

Satisfaction is not a continuum, with satisfaction on one end and dissatisfaction on the other. Rather,
satisfaction and dissatisfaction were seen as two independent continuums:

1. no satisfaction to high satisfaction

2. no dissatisfaction to high dissactifaction

Identified three basic needs that people possess in varying degrees: the need for achievement, the need
for power, and the need for affiliation. Each person tends to have one predominant need. The need for
achievement is the strong desire to overcome challenges, to excel, to advance or succed, and to grow.
The need for achievement can be identified and assessed. Individuals with a high need for achievement
set moderately difficult but achievable goals and like to take personal responsibility for finding solutions
to problems. Included is a need for competence, or strong desire to make a contribution or to produce
some visible outcome and to do quality work. Those who exhibit high need for achievement are eager
for responsibility, take calculated risks, and desire concrete feedback.

The need for power is the urge to be in control and to get others to behave contrary, to what they
would naturally do. Power is a drive to influence people and situations. People with a pure need for
power need to control other peole and the environment around them. They desire to make an impact,
be influential, be in charge, and gain personal influence and prestige more than they desire productivity.

The need for affiliantion is the desire to work in a pleasant environment and the need for friendly, close
relationships. Affiliation is a drive to relate to people. People who have a high need for affiliation seek
out meaningful friendships, want to be respected and liked, avoid decisions that oppose the group and
are more interested in high morale that productivity.

Studied individuals with long tenure in management positions and found a leadership motive pattern
that enabled effectiveness at higher levels of an organization. The features of a leadership motive
pattern are moderately high levels of the need for power and low needs for affiliation, with high levels
of self-control. Absent is the need for achievement motive, whicn was associated with managerial
success at lower management levels in nontechnicalareas (Henderson, 1993). Thus theories of needs
motivation have been related to leadership and tics or combinations of characteristics can be used to
predict job fit or success.

Henderson (1993) found that nurse managers and nurse executives pfofiles did not fit the profile of
successful managers described by McClelland and Boyatzis (1982). Specifically, about one third of
respondents showed no power motive preference. There may be a variety of explanations for this, such
as differences in industry versus service sector, female role socialization, the position of nurse
executives in the hierarchy, individual characteristics of age or education, or the type, complexity, or age
of the setting. It is possible that profiles change over time. Measurement tools may not be precise or
setting- specific enough to detect relationships. Thus theories and measures need to be evaluated as
data are gathered for decision making and prediction.

McClellands (1961,1976) framework can be used for self-assessment and to assess and influence
others. Self assessment is an analysis of which of these types most represents an individual. Once self-
assessment has been completed, others in the environment can be evaluated for their highest need
motivation communication is enhanced and conflicts are diminished as effective strategies are
employed to meet individuals needs. People are motivated by defferent needs, and under standing the
basic types helps nurses learn to work with diverse personalities in actual work situations. The idea is to
match the individuals need structure to the assignment in the organization. To plant individuals in a
place where they will grow is a key to productivity and success.

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