The participants were questioned as to what events had happened in their work that brought extreme satisfaction or extreme dissatisfaction for them. It is believed that when they are pleased, then the ego and self-achievement needs are placed in demand.
Herzberg’s theory helped to focus on the significance of the intrinsic aspects of people’s jobs and the ability to motivate workers. His belief lay in that motivation derives from the intrinsic nature of the work leading to an individual’s satisfaction and suggested ways of generating this motivation: Give employees personal accountability and responsibility for their own work by removing some of the control mechanisms. Maslow's theory has very little research to support it effectiveness and is judged by some academics as having low scientific validity and usefulness when being applied.
Theory and empirical research suggests that work motivation is divided into either intrinsic motivation (the work value for the individual) or extrinsic motivation (rewards separate from the work itself).
Employees with high autonomy, receive feedback on performance from identifiably important pieces of skilled work.
The information regarding this is inconclusive but studies have shown that the offer of rewards for high performance to be a strong motivational method (Zuckerman, et al., 1979).
The general observation of this review would determine that companies need to seek greater knowledge into what forces drive people to succeed without the need to offer monetary rewards.The theory comprises of two categories: Motivator factors (the work itself).Motivator factors include work responsibility, independence and satisfaction from completing challenging tasks. Hygiene factors include security, pay and basic working conditions. The first three components relate to work meaningfulness while the fourth is ownership of the results, and the fifth returns feedback on those results.Frederick Herzberg, a professor at the University of Utah in Management and a behavioural theorist studied employee motivation during the 1950's.His development in the Motivator-Hygiene theory of worker satisfaction and dissatisfaction concluded that hygiene factors (e.g.Abraham Maslow was the influence behind Herzberg’s behavioural theories (see Maslow’s hierarchy of needs, page 7).Of the multiple theories on work motivation, Herzberg's (Hinton, 1968) Motivator-Hygiene theory has probably been one of the most dominant.This deems the achievement evaluation process to have no affirmative effect for the companies.One would be lead to believe that this means that the boss/subordinate relationship is sustained but the relationships between employees and directors are not improved upon.The overall agreement is that both reward and appreciation ensure that employees feel good about them-selves and in return do good work.By rewarding employees in ways that maximise impact that will please them personally, the employer will achieve far greater results in the long term than offering a little extra of monetary value.