Agriculture Reference
In-Depth Information
Dissatisfaction
Hygiene
factors
Normal condition/
No motivation
Absence
Presence
Normal condition/
No dissatisfaction
Motivational
factors
Motivation
Figure 16.6
Herzberg's two-factor theory
Note: hygiene factors—presence causes no motivation, absence causes dissatisfaction; motiva-
tional factors—presence causes motivation, absence causes no dissatisfaction.
pay level, the employee is likely to become frustrated and dissatisfi ed. Salaried employees
seem particularly susceptible to this phenomenon. Although they may work harder to achieve
a pay raise, soon after it has been accomplished, their standard of living and expectations
move up to form a new base point of normalcy: at the same time, their performance often
regresses to a more comfortable level.
Although there is controversy surrounding Herzberg's idea that money is not truly a moti-
vator, there is much to be gained from his theory. The message is that agribusiness managers
should work to enrich their employees' jobs. He suggests doing this by providing constant
feedback, variety in tasks, and a means of making the job more important. This, he feels, will
help the employee to become more enthusiastic about their work.
Vroom's expectancy theory
Victor Vroom, a Yale psychology professor, proposed an Expectancy Theory which states
that, in the workplace, individuals have a variety of goals and that they can be motivated if
they believe that:
1.
There is a positive correlation between efforts and performance.
2.
Favorable performance will result in a reward.
3.
The reward's value to the employee can be determined,
4.
The desire to satisfy the need is strong enough to make the effort worthwhile.
The actual equation is: Motivation = E (I x V), where:
1.
E = Expectancy
. Employees have different expectations and levels of confi dence about
what they are capable of doing. Managers must discover what resources, training, or
supervision employees need. Expectancy is measured as a probability insofar as the
