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Security Management
home page > Unit 7: Motivating!
Theories of Motivation (continued)
Hygienic and Motivational
Factors:
Somewhat parallel to Maslow's hierarchy, Frederick
Herzberg developed a theory of a continuum of job factors
ranging from hygienic on the low end to motivational on the other
end:
- hygienic:
these are the basics, such as adequate pay, fringe benefits, physical working environment and management's attitude and philosophy that will eliminate most job dissatisfaction -- but doesn't assure motivation. - motivational factors:
What Herzberg called "satisfiers" and stimulate us to do our best: recognition, feelings of accomplishment, opportunities for growth, being valued, having challenging opportunities.
"Firms
that offer basic and unsophisticated security services and are
functioning in a highly competitive market will often be tempted
to minimize on hygienic factors. Firms may opt to pay employees
low wages, not provide fringe benefits, and have old offices,
equipment, and second-rate uniforms. Under these conditions,
it is not likely that employees will be readily subject to motivational
efforts on the part of management. It is easy to understand how
employees who are dissatisfied with their jobs and the workplace
will reject as insincere any rewards or indicators of recognition
from management.
"Firms that operate at this level are functioning in a 'cash-flow
trap' from which there may be no escape. Employees may give less
than minimum effort in return for minimum wages, eventually forcing
the company out of business. The best motivational strategy for
security firms that need to keep wages low and other hygienic
factors at a minimum to obtain contracts is to commit to improving
hygienic factors as future revenues increase. Such a commitment
made to employees may make them feel as though they are part
of the initial struggle -=- creating a sense of belonging and
responsibility on the employees' part -- and allow them to help
work their way out of the existing conditions." (my
emphasis)
Equity Theory of Motivation:
J. Stacey Adams argued that we expect equitable treatment from
employers, so we tend to compare our wages and working conditions
to those of others, and are quick to notice disparities -- which
in turn affects our performance.
Some people will become more productive,and others less, in response to inequities. 3 general areas:
- overpayment inequity: employees believe they are receiving better treatment than others performing same work, and feel guilty, may do more.
- underpayment inequity: they feel they get less than others, and are angry. Will probably do less. Particularly prevalent in companies that pay new recruits significantly less.
- equitable payment: feel they
are being treated similarly to others doing comparable work.
Doesn't mean everyone has to be paid the same: just that pay
and other status differences are reasonable.
can pay employees doing similar work different amounts "...without creating payment inequity. Specifically, differential pay increments, such as bonuses and merit pay increases, based on differential quantity and quality of work produced, can be given to employees without creating a sense of payment inequity."