The benefits and positive effects of employee satisfaction have attracted growing research interest. In the following sections, we introduce theories and models relating to employee satisfaction, motivation and the study of human needs.
Table of Contents
Herzberg's two-factor theory of work motivation
Frederick Herzberg's two-factor theory, also known as the motivation-hygiene theory, is a theory specifically concerned with work motivation. Like Maslow's hierarchy of needs (see below), it classifies motivational goals. As the name suggests, Herzberg distinguishes between two types of factor: motivators, which relate to the content of the work itself, and hygiene factors, which relate to the context in which the work is carried out.
Satisfaction vs dissatisfaction
Rather than treating satisfaction and dissatisfaction as opposite ends of a single scale, the theory distinguishes between:
- satisfied
- not satisfied
- not dissatisfied
- dissatisfied.
Hygiene factors
Hygiene factors, which range from dissatisfaction to the absence of dissatisfaction, can prevent dissatisfaction when they are present, but do not in themselves create satisfaction. Examples include:
- salary,
- company policies and management style,
- working conditions,
- interpersonal relationships with colleagues and managers,
- job security.
According to Herzberg, these factors cannot increase satisfaction: low pay leads to dissatisfaction, while high pay does not necessarily create motivation or satisfaction.
Motivators
The following motivators, ranging from an absence of satisfaction to satisfaction, influence employee satisfaction:
- achievement and success
- recognition
- the work itself
- responsibility
- trust
How the factors interact
Strong hygiene factors and strong motivation: the ideal situation, with high motivation and few complaints.
Strong hygiene factors and low motivation: few complaints, but little motivation.
Weak hygiene factors and high motivation: the work is motivating and challenging, but working conditions are poor.
Weak hygiene factors and low motivation: the least favourable situation, with unmotivated employees and many complaints.
Criticism
- The findings of the theory have not been consistently reproduced using methods other than Herzberg's own.
- The strict distinction between hygiene factors and motivators is considered outdated.
- The model can oversimplify job satisfaction.
These and other criticisms mean that, despite its popularity, the model should be used with caution.
The managerial grid
Robert Blake and Jane Mouton developed the Managerial Grid, which describes how strongly a manager focuses on completing tasks and on the people they manage. The model places management behaviour on a 9 x 9 grid, but identifies five main management styles rather than 81 separate types:
- Country club management places greater emphasis on employees' social needs than on task performance.
- Authority-compliance management focuses primarily on tasks and their completion.
- Middle-of-the-road management seeks a balance between employee wellbeing and task performance, but only to a moderate degree.
- Impoverished management shows little concern for either employees or the work itself.
- Team management combines strong task performance with good employee relationships. In the model, this is the preferred approach.
How this theory can help you
The managerial grid can help you assess and adapt your management style. The key is to remain flexible. Different situations, projects or deadlines may call for different approaches.
Maslow's hierarchy of needs
Maslow's hierarchy of needs, one of the best-known models in the study of human needs, is based on the idea that people have needs they seek to fulfil. These needs can be arranged hierarchically in a pyramid. The levels are:
- Physiological needs
- Safety needs (security, stability, harmony and freedom from fear)
- Social needs (belonging, interaction and affection)
- Esteem needs (autonomy, recognition, status and appreciation)
In the expanded model from 1970, two further levels are added here: cognitive needs and aesthetic needs. - Self-actualisation (meaning, individuality and creativity)
In the expanded eight-level model, transcendence is added above this level.
A lower level does not have to be fulfilled completely before a person can move to the next level. It nevertheless provides a foundation for the levels above it.
Despite extensive criticism, for example that the model is inflexible and overly generalised, the basic idea of considering different human needs remains influential. Companies can usefully consider employees' individual needs and motivators. Basic needs are generally easier to address than higher-level needs, but the latter can also be influenced, for example through recognition and appreciation. This can support motivation, satisfaction and commitment.
The Hawthorne effect
The Hawthorne effect describes how participants in a study may change their behaviour because they know they are being observed. In management research, the Hawthorne studies contributed to the recognition that work performance can be influenced by social factors.
What does this mean in practice? Support team building and bear in mind that smaller groups can often foster a stronger sense of belonging and more interaction. Pay attention to social dynamics within the team, and recognise and value employees. This can strengthen their identification with the organisation.
What is LamaPoll?
LamaPoll is a survey tool that lets you create your own online surveys and questionnaires without any technical knowledge. It works in a similar way to PowerPoint: you create pages and add questions, text, images and other elements to them. Results are analysed automatically in real time and displayed in a range of charts, with export options available. You can use LamaPoll's question templates and questionnaire templates free of charge. Existing surveys can be copied and adapted, making it easy to run regular employee surveys or employee satisfaction surveys without starting from scratch each time. You can register for LamaPoll for free and immediately run surveys for up to 50 employees with no obligation. If you need more responses for an employee survey or questionnaire, you can simply choose one of our monthly plans. We also provide templates and examples for employee survey questionnaires.
