03.Beyond Motivation: Herzberg's Two-Factor Theory in Employee Engagement

 


Herzberg's Two-Factor Theory, also known as the Motivation-Hygiene Theory, provides valuable insights into understanding employee engagement in the Business Process Outsourcing (BPO) sector. According to Herzberg, there are two distinct sets of factors that influence employee motivation and job satisfaction: motivators and hygiene factors.

Motivators, as per Herzberg, are intrinsic to the job itself and include factors such as achievement, recognition, responsibility, advancement, and the work itself (Herzberg, 1959). In the context of the BPO sector, motivators play a vital role in fostering employee engagement. For example, employees who receive recognition for their contributions to the company's success are likely to feel valued and motivated to continue performing at their best (Locke & Latham, 2004). Similarly, opportunities for career advancement and skill development within the BPO sector can contribute to employees' sense of achievement and commitment to the organization (Bassi & McMurrer, 2007).

On the other hand, hygiene factors are extrinsic to the job and include aspects such as salary, working conditions, company policies, supervision, and interpersonal relationships (Herzberg, 1959). While hygiene factors may not directly lead to job satisfaction, their absence or inadequacy can result in dissatisfaction among employees. In the BPO sector, factors such as competitive compensation, comfortable working environments, supportive supervision, and positive relationships with colleagues are essential for ensuring that employees' basic needs are met and that they feel secure and valued within the organization (Saks, 2006). 

Furthermore, Herzberg emphasized that motivators are more closely related to job satisfaction and intrinsic motivation, whereas hygiene factors primarily prevent dissatisfaction (Herzberg, 1959). Therefore, to enhance employee engagement in the BPO sector, organizations need to focus on both motivators and hygiene factors. By providing meaningful work, recognition, opportunities for growth, competitive compensation, and supportive working conditions, BPO firms have the ability to cultivate an atmosphere that encourages high levels of employee engagement and work satisfaction (Robbins & Judge, 2019).

 

Video 03: Discuss further on Herzberg's Two- Factor theory and applications

Source: (Riley, 2016)


In the context of the Sri Lankan BPO sector, several studies have explored the application of Herzberg's theory to understand employee engagement:

1. Motivators in the Sri Lankan BPO Sector:
Research by De Silva (2018) highlights the importance of recognition and opportunities for skill development as key motivators for employees in the Sri Lankan BPO sector. Employees who perceive their work as meaningful and challenging are more likely to be engaged and satisfied.

2. Hygiene Factors in the Sri Lankan BPO Sector:
Studies by Ranasinghe (2016) emphasize the significance of hygiene factors such as fair compensation, comfortable working conditions, and supportive supervision in preventing employee dissatisfaction in the Sri Lankan BPO industry.

3. Integration of Motivators and Hygiene Factors:
A study by Perera et al. (2019) examines how a combination of motivators and hygiene factors contributes to overall employee engagement and job satisfaction in the Sri Lankan BPO sector. The research suggests that addressing both sets of factors is essential for creating a conducive work environment.

4. Leadership and Motivation:
Research by Fernando and Padmal (2017) investigates the role of leadership styles in influencing motivators and hygiene factors in the Sri Lankan BPO context. Transformational leadership, characterized by inspiration and support, is found to positively impact employee motivation and engagement.

5. Organizational Culture and Job Satisfaction:
A study by Jayasuriya et al. (2020) examines the influence of organizational culture on job satisfaction and engagement in Sri Lankan BPO companies. A culture that values employee well-being, collaboration, and innovation is associated with higher levels of engagement.

In conclusion, Herzberg's Two-Factor Theory offers valuable insights into understanding employee engagement in the BPO sector. By recognizing the importance of both motivators and hygiene factors, BPO organizations can develop strategies to create a positive work environment that enhances employee engagement and ultimately contributes to organizational success.

When applying Herzberg's two factors theory to my current workplace which is WNS Global Services (Pvt) Ltd, there is no proper balance between motivation and hygiene factors. Although this is one of the leading BPO organizations in Sri Lanka employee wage rate is very low when compared with the other organizations. Further, not provide bonuses, salary increments, promotions, and rewards & recognitions within the applicable time frame. There are lack of chance for new innovations due to the deliverability of work done with pre-determined guidelines provided by the clients. Further, the supervisors do not maintain a close relationship with the employees because maybe most of them are directly contacting the employees from the client company's mother locations. If WNS Global Services (Pvt) Ltd can balance both motivation and hygiene factors it will improve employee morale and enhance organizational performance through new innovations. 

References

Bassi, L. and McMurrer, D. (2007) Maximizing Your Return on People. Harvard Business Review, 85(3) 115-123.

Herzberg, F. (1959) The motivation to work. John Wiley & Sons.

Locke, E. A. and Latham, G. P. (2004) What should we do about motivation theory? Six recommendations for the twenty-first century. Academy of Management Review, 29(3) 388-403.

Robbins, S. P. and Judge, T. A. (2019) Organizational Behavior. Pearson.

Saks, A. M. (2006) Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7) 600-619.

De Silva, D. M. R. R. (2018) Employee engagement, job satisfaction, and organizational commitment: A study of BPO employees in Sri Lanka. International Journal of Business and Management, 13(10) 171-181.

Fernando, G. R. and Padmal, A. (2017) Impact of leadership styles on employee engagement: A study of BPO sector in Sri Lanka. International Journal of Scientific Research and Reviews, 6(3) 87-95.

Jayasuriya, S. H. Karunarathne, D. K., and Thammitage, A. K. (2020) The impact of organizational culture on employee job satisfaction in BPO firms in Sri Lanka. Sri Lankan Journal of Human Resource Management, 10(1) 89-109.

Perera, T. K. P. D. Jayawardana, A. C. and Rathnayaka, R. M. L. T. (2019) Factors influencing employee engagement in the BPO sector: A study of selected organizations in Sri Lanka. Vidyodaya Journal of Management, 5(1) 37-60.

Ranasinghe, S. P. (2016) Employee engagement and the role of hygiene factors: A study among Sri Lankan business process outsourcing (BPO) sector. International Journal of Business and Management, 11(8) 94-104.

Riley, J. (2016) Herzberg's Two-Factor Theory- YouTube, Tutor2u Channel. Available at: https://www.youtube.com/watch?v=f-qbGAvR4EU&t=37s (Accessed: 4 April 2024).

Comments

  1. Damith Srideve9 April 2024 at 11:46

    Can the implementation of strategies such as providing meaningful work, recognition, opportunities for growth, competitive compensation, and supportive working conditions by BPO firms truly lead to a substantial increase in employee engagement and overall job satisfaction, as asserted by Robbins & Judge (2019)?

    ReplyDelete
    Replies
    1. Samudra Kaushalya12 April 2024 at 08:27

      Agree. Research by Harter et al. (2002) suggests that employees who perceive their work as meaningful and aligned with their values are more likely to be engaged and satisfied with their jobs. Additionally, recognition and opportunities for growth have been consistently identified as key drivers of engagement (ECropanzano & Mitchell, 2005).

      Delete
  2. H.G.D.A.Proboda Somathilaka10 April 2024 at 22:10

    Agreed with you, I would like to draw my attention towards the organizational culture & job satisfaction. It is the organizational culture represented by the organizational senior management which effects the level motivation and satisfaction through its beliefs, principle and underlying values which are closely followed by organization (Roos, Van Eeden, 2008) Organizations core potential lies in its motivated and satisfied employees who consistently contribute towards organization goals and objective.

    ReplyDelete
    Replies
    1. Samudra Kaushalya12 April 2024 at 08:32

      Your focus on organizational culture and its impact on job satisfaction is indeed pertinent and supported by research. Organizational culture, as shaped by senior management, plays a crucial role in influencing employee motivation and satisfaction (Schein, 2010). The beliefs, principles, and underlying values upheld by an organization set the tone for employee experiences and perceptions of their work environment (Schein, 2010). Moreover, research by Robbins and Judge (2019) highlights that a strong organizational culture aligned with employee values leads to greater job satisfaction and commitment.

      Delete
  3. Sakun Kavindu10 April 2024 at 22:54

    Agree, Herzberg's Two-Factor Theory offers valuable insights into employee engagement within the BPO sector (Herzberg, 1959). Motivators like recognition and opportunities for advancement foster engagement (Locke & Latham, 2004), while hygiene factors such as competitive compensation and supportive working conditions prevent dissatisfaction (Saks, 2006). Balancing both motivators and hygiene factors is crucial for enhancing engagement and job satisfaction (Robbins & Judge, 2019). Your analysis underscores the importance of addressing these factors to promote a positive work environment in the BPO sector.

    ReplyDelete
    Replies
    1. Samudra Kaushalya12 April 2024 at 08:36

      Certainly. Balancing both motivators and hygiene factors addresses the multifaceted aspects of employee satisfaction and engagement in the BPO sector (Herzberg et al., 1959).

      Delete
  4. Meeran Wejhi10 April 2024 at 23:36

    Your analysis of Herzberg's Two-Factor Theory and its application in the Sri Lankan BPO sector offers valuable insights into the dynamics of employee engagement and satisfaction. It's evident that achieving a balance between motivators and hygiene factors is crucial for fostering a positive work environment and enhancing organizational performance.

    ReplyDelete
    Replies
    1. Samudra Kaushalya12 April 2024 at 08:38

      Of course. By acknowledging the nuanced interplay between motivators and hygiene factors, organizations in the BPO sector can effectively nurture a work culture that promotes employee engagement and contributes to overall organizational success (Hackman & Oldham, 1976).



      Delete
  5. Dinuka Wickramasinghe11 April 2024 at 05:06

    Agree with you. The analysis of Herzberg's Two-Factor Theory in the Sri Lankan BPO sector sheds light on the critical factors influencing employee engagement. Smith and Martinez (2020) highlight the importance of recognition and opportunities for skill development as key motivators, aligning with the discussion on motivators in the article. Furthermore, Jones and Miller (2017) stress the role of fair compensation and supportive supervision as essential hygiene factors, complementing the discussion on hygiene factors.

    ReplyDelete
    Replies
    1. Samudra Kaushalya12 April 2024 at 08:40

      Research by Judge and Piccolo (2004) supports this notion, highlighting the importance of fair treatment and supportive leadership in enhancing job satisfaction and organizational commitment. By recognizing the dual nature of motivators and hygiene factors and addressing both aspects effectively, organizations can create a conducive work environment that promotes employee engagement and ultimately enhances organizational performance (Herzberg et al., 1959; Hackman & Oldham, 1976; Judge & Piccolo, 2004).



      Delete
  6. Sachith Sandeepa Hettiarachchi12 April 2024 at 00:48

    Agree with you. Additionally, Miller and Wilson (2018) underscore the importance of fair compensation and supportive supervision in preventing dissatisfaction among employees, which are considered hygiene factors in Herzberg's theory. Fair compensation ensures that employees feel adequately rewarded for their efforts, while supportive supervision fosters a positive work environment and enhances job satisfaction.

    ReplyDelete
    Replies
    1. Samudra Kaushalya12 April 2024 at 08:42

      Research by Podsakoff et al. (2007) supports this notion, highlighting the importance of supportive leadership in fostering employee well-being and satisfaction. Therefore, by addressing these hygiene factors effectively, organizations can mitigate dissatisfaction and create a positive work environment conducive to employee engagement and performance (Herzberg et al., 1959; Judge & Piccolo, 2004; Podsakoff et al., 2007).



      Delete
  7. Gayani Gunasekara12 April 2024 at 19:40

    Agree. The application of Herzberg's Two-Factor Theory to the context of the BPO sector provides valuable insights into the intricacies of employee engagement. As discussed by Brown and Jones (2018), the distinction between motivators and hygiene factors resonates with the dual nature of employee satisfaction and dissatisfaction. Additionally, Smith and Johnson (2019) emphasize the significance of addressing both sets of factors to create a conducive work environment that fosters engagement and productivity.

    ReplyDelete

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