An Analysis of Quality Footwear Limited

BSc Business Studies

BMG 162

Introduction to Management

December 2015

Module Coordinator: Tory Sykes

Words Count: 1654 (including citations)

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 Table of Contents
Introduction................................................................................................................................3

Herzberg Two Factor Theory..................................................................................................3

Hygiene factors..........................................................................................................4

Motivation factors......................................................................................................4

Application of Hertzbergs theory to Quality Footwear Ltd......................................................5

Hygiene Factors.........................................................................................................5

Motivation Factors.....................................................................................................5

Suggestions on how the new CEO may increase motivation among the remaining
staff in QF Ltd...........................................................................................................6

Conclusion..................................................................................................................................7

References:.................................................................................................................................8

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 Introduction

Every organisation in the world needs to have at least one competent manager to help
achieve some particular purpose. The nature of management is to motivate and coordinate
others to cope with diverse and far - reaching challenges. (Daft, et al., 2010, p. 3). Several
motivation theories could help management to increase an organisations environment and
motivation of their employees.

From this point of view, the aim of this essay is to focus on improving employee
motivation in Quality Footwear Limited using Herzbergs Two Factor Theory. This essay,
firstly, presents an overview of the Herzbergs Two - Factor Theory. Secondly, the essay will
apply this theory to the case study. Finally, the essay will provide recommendations on how
the new CEO may increase motivation among the remaining staff in QF Ltd in light of the
analyses conducted before presenting an overall conclusion.

Herzberg Two Factor Theory

Equally important to Maslow's hierarchy of needs theory is Herzbergs Two-Factor

theory of motivation. Herzberg extended the work of Maslow and developed a theory of
work motivation (Plunkett, et.al, 1994, p. 159). Herzbergs Two-Factor theory (Motivation
Needs theory) is illustrated below in Figure 1.1.

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 Figure 1.1 Schermerhorn, D., et al. Herzbergs Two Factor Theory.

According to Hackman (1976), satisfaction factors (motivators) are intrinsic to the

work that done and dissatisfaction factors (hygiene factors) are extrinsic to the work
itself (p. 251).

Management is often concentrating only on the hygiene factor (pay) but their
employees are still not satisfied. When the Hygiene factors are low - quality employees feel
dissatisfaction but the high, however quality hygiene factors not necessary motivate.
Furthermore, by having hygiene factors it may not cause significant motivation because they
are expected, however, but not having them it is likely to cause significant demotivation.
According to Herzberg (as cited by Newstrom, 1993 p.160), only a challenging job that has
the opportunities for achievements, recognition, responsibility, advancement and grow will
motivate employees. In general, work must include these various factors to result in
increased employee motivation.

Hygiene factors
According to Rosenfeld (1999, p. 77), Herzbergs hygiene factors (salary, job security,
working conditions, status, company policy, technical supervision) are the primary elements
involved in job dissatisfaction and motivation factors (recognition, achievements, growth,
work itself, promotion and responsibility) are the primary elements involved in job
satisfaction.

Hersey and Blanchard (1982, p. 59) described hygiene saying, "Hygiene factors, when
satisfied, tend to eliminate dissatisfaction and work restriction, but they do little to motivate
an individual to superior performance or increased capacity." Consequently, it has to be the
balance between Hygiene factors and Motivation Factors.

Motivation factors
As Bah (2011, p. 2) stated that realisation, appreciation, enlargement, the effort,
progress and responsibility are the motivation factors which lead to growth and recognition.
Managers have to consider both factors (motivators) to encourage and satisfy employees to
work more efficiently.

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 Application of Hertzbergs theory to Quality Footwear Ltd.

According to the case study, when Quality Footwear Limited expanded, working
structure has been changed and the new CEO introduced the division of labour (bureaucratic
structure). As Bahh (2001) stated that bureaucratic environment led to workers to be
demotivated, feel ineffective, disagreeable and resourcefulness. In Cleggs (2011) opinion
that the factors that contribute to motivation include the individuals needs, his or her ability
to make choices, and whether the environment develops those needs and make those
decisions, therefore take this ability away with a more Bureaucratic approach may be
demotivating. However, it is often assumed that Motivation is a personal choice, and
Management can help to motivate. In turn, managers have to understand hygiene and
motivation factors, strategies and motivation techniques.

Hygiene Factors
The Quality Footwear Limited employees were demotivated and unproductive at the
workplace when the new CEO changed the work environment. According to case study,
employees were assigned on a permanent basis to one job only; strict operating procedures
were developed for each task and supervisors were employed in each department. The new
recruited employees made numerous mistakes and this led to QF Ltd receiving many
complains. As Boddy (2011, p.471) states, working on small elements of tasks are annoying
to many people, making them dissatisfied, careless and frequently absent. The new CEO
also introduced a new payment system. The staff paid were standard hourly rate that was
above the industry average under the previous CEO however the new CEO introduced a piece
rate system as the method of payment. It follows that rather than getting a set wage
employees were now paid for each item of footwear they produced (QF Ltd case study,
2015). Hamner and Organ (1978, p.146 as cited by Pardee, p. 16) states that, organisational
reward systems, such as money, must be positively valent in the employees ordering of
preferences. Herzbergs explains money as a hygiene factor and tool for recognition for
achievement. (Herzberg 1976, 71 as cited by Pardee, p. 17).

Motivation Factors
For the Quality Footwear Limited labourers, it is not only incomes which are
important but also job guarantee (hygiene factors), recognition, achievement and growth
(motivation factors). According to case study, an employee was recognised for their effort

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through monthly award schemes and legitimate company sponsored the night out under the
previous CEO. As Boddy (2011) stated, a managers job is more intrinsically - so that the
work itself brought a reward of interest or challenge. Unfortunately, in reference to the
study the new CEO reduced opportunities for training which led to workers being unhappy
and concerned that the range of expertises and knowledge are no more totally developed
with the company.

As Herzberg states (1966 as cited by Ramlall p. 57) that, the employee feel motivated
when his or her work is appreciated and have the opportunity to developed knowledge and
skills. Under the previous CEO employee were recognised for their effort through monthly
award scheme and regular company sponsored nights out (QF Ltd case study, 2015).

Suggestions on how the new CEO may increase motivation among the
remaining staff in QF Ltd
Based on the aforementioned analysis, the Quality Footwear New CEO created an
uncomfortable work environment for employees. To increase employees motivation, the
New CEO should use one of the Motivation technique: job rotation. Job rotation is a way of
redesigning a job when an employee is moving between different jobs at the same level of the
hierarchy. According to Herzberg (as cited by Newstrom, 1993), a bored employee is not
productive and motivated. To create a more comfortable work environment, managers may
declare an employees payment and bonus systems and other benefits. According to Bahh
(2011, p.7) an employee can be motivated through building effective and efficient work
groups or teams where organisational goals personalised for teams and departments and
emphasis placed on the importance of each unit in the overall performance of the
organisations.

It might assume from this that the new CEO may give feedback, pay attention to his
team and build good relationships with them. It should also be considerate that employee is
different, and motivation techniques are not the same. Management must first remove the
issues that impact dissatisfaction and then must focus on the individual employee.

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 Conclusion

Ultimately, Herzberg Two Factor Theory described that motivators factors must be
met to motivate employees, and hygiene factors must be fulfilled to avoid job dissatisfaction.
Managers need to improve Hygiene and Motivation factors in turn to drive and fulfil
employees. In the Quality Footwear case study, it could be a challenge for leaders to maintain
a stability among the hygiene and motivator factors but there are various methods that could
be adopted to improve the current motivation levels. Unhappy and insecure employees
impact organizational performance and these need to be accurately accomplished for
efficiency and effectiveness in the Quality Footwear Ltd.

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 References:

Books:
1. Boddy, D. (2011) Management: an introduction. 5th ed. Harlow: Pearson Education
Limited.
2. Clegg, S., Kornberger, M., Pitsis, T. (2011) Managing& Organizations: An
Introduction to Theory & Practice. 3rd ed. London: Sage Publications Ltd.
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Western Higher Education, as a division of Cengage Learning EMEA.
4. Hersey, P., Blanchard, K. (1982) Management of Organizational Behaviour Utilizing
Human Resources. 3rd ed. Englewood Cliffs, NJ: Prentice-Hall.
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International Thomson Publishing.
7. Rosenfeld, R.H., Wilson, D.C. (1999) Managing Organizations. 2nd ed. Berkshire:
McGraw Hill Publishing Company.
Journals and Articles:
8. Bahh, K. (2011) Application of Frederick Herzbergs Two-Factor theory in assessing
and understanding employee motivation at work: A Ghanaian Perspective. European
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http://iiste.org/Journals/index.php/EJBM/article/viewFile/642/535 [Accessed 26
November 2015].
9. Hackman, J. Oldham, G. (1976) Motivation through the Design of Work: Test of a
Theory. Organisation Behaviour and Human Performance16, 250-279. Available
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&McClelland. A Literature Review of Selected Theories Dealing with Job Satisfaction
and Motivation. No. ED 3116767. Educational Resources Information Centre (ERIC).
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11. Ramlall, S. (2004) A Review of Employee Motivation Theories and Their Implications
for Employee Retention with Organisations. The Journal of American Academy of
Business, 5(1), 52 63. Available from:

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 http://issuu.com/sunilramlall/docs/review_of_employee_motivation_theor [Accessed
15 November 2015].
Websites:
12. Schermerhorn, D., Poole, S., Woods, C. (no date) Motivation. Available from:
http://www.johnwiley.net.au/highered/management/istudy/menu/motivation_and_rewards/co
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[Accessed: 05th December 2015].

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