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Does Herzbergs Motivator And Hygiene Factor Theory Apply Tourism Essay

1434 words (6 pages) Essay in Tourism

5/12/16 Tourism Reference this

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Motivation is a driving force that gives an individual the zeal to undertake a task. Taiwan has experienced success in managing its technological and other traditional sectors due to the motivation that it gives to employees. Managers are aware that the control system of running business is non-motivating to the employees (Fulton, & Maddock, 1998). They believe in giving individual responsibility for them to utilize their ability. According to Herzberg, work achievements, recognition, responsibility, and growth are motivating factors to employees. The theory is not limited to any form of culture and does not consider any. The theory of Herzberg is much applicable in Taiwan since they believe in giving individuals responsiveness (Silverstein, 2007). Taiwan believe in giving individuals the chance make use of their knowledge to explore their capability and ability. Employees have the chance to advance and grow in Herzberg hygiene theory. According to Herzberg, if the hygiene factor is taken into consideration it could help in eliminating people’s dissatisfactions. Herzberg believes that employees get responsibility based on their level of ability, which is the same principle that managers in Taiwan use. They give employees responsibility based on an employee’s level of skill and knowledge (Pophal, 2002).

Herzberg’s theory is based on the satisfying factors, which is the motivation, and the dissatisfaction factor that is the hygiene. According to Herzberg, the hygiene factor help in dealing with dissatisfactions on the side of employees or the employers. The theory states that various factors may cause dissatisfaction to the employees, which eventually may lead to poor performance. Herzberg believes that the hygiene factors that cause dissatisfaction are strict work supervision and tight company policies (Herzberg, Frederick Herzberg (Author)

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Mausner, & Snyderman, 1993). Most of the employees are unable to perform well under such conditions. They feel suppressed and unmotivated to use their skills. Managers in Taiwan are aware of the facts that employees need space to use their skills without strict supervision and need to be trusted to make decision on behalf of the company. Just like Herzberg states, that company policy may be dissatisfying, Taiwanese give their employees the chance and the stake in policymaking (Silverstein, 2007).

Herzberg hygiene theory poses challenging tasks to employees as a way of increasing their capability in utilizing their knowledge, which is a tactic used by managers in Taiwan. The managers believe in employees’ full ability utilization therefore, they give them challenging tasks so that they can use their knowledge and learn more. Additionally, Herzberg believes that appreciation is an employee motivation that helps in utilizing his ideas and skill fully. Taiwan is a soaring country as rated for it high performance. Employees in Taiwan are highly rewarded for their job improvement and excellent work performance. They get bonuses as incentives in work places, which are powerful motivators (HerzbergFrederick Herzberg (Author)

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, Mausner & Snyderman, 1993). To some extent, the hygiene factor is rough to employees that are not able to utilize their full ability. This is because Herzberg suggests that employees who are unable to utilize their skills to the fullest should be replaced. In Taiwan, most of the employees are aware of replacement facts for failure of skill and knowledge utilization therefore, go extra miles in whatever tasks they take.

On the other side, Herzberg hygiene factor recommend promotion to employees for their well performance as a way of motivation. This factor is similar to that of Taiwanese because promotion is based on the performance of an individual employee. The fact that they get promotion for their improvement and performance, employees in Taiwan are so eager to learn and acquire knowledge and skills. It is a fact that most of the employees learn through the e-learning program at their work places. To them promotion is a motivating factor that make them be always at their best. Employees in Taiwan compete among themselves to produce good results and give the best services since they know there are rewards. Personal growth and achievement according to Herzberg is important and employees in Taiwan work towards that for the short-term and long-term rewards (HerzbergFrederick Herzberg (Author)

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, Mausner, & Snyderman, 1993).

Motivation is an important aspect of work performance and result satisfaction for the organization. Therefore, it is worth studying and putting into considerations. Managers and employers should learn the behaviors of their employees and understand the motivating factor of each. According to Herzberg, motivated employees have the energy and will to be productive which, eventually help in organizational survival (Pophal, 2002). Taiwan managers are keen on the role that their employees perform so that they can motivate them. Managers understand that motivated employees perform well. The managers are aware of the fact that an increased income makes money a lesser motivator. This means that work that interest them is more of a motivator (Bruce, Formisano, & Anne Bruce (Author)

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Pepitone, 1998).

Motivation helps in eliminating tension in the work place. Managers and employees are well able to communicate and make decisions together with a clear focus. Additionally, motivation encourages employees to learn more and acquire knowledge and skill. These employees are able to stand any challenges that arise thus being competitive. Taiwan has a cross cultural in its work environment which is a very important issue of consideration because of the adjustments. This means that globally the managers should study what motivate employees across different cultures. On the other side, managers learn the best econometric models that can impart cross-cultural environments and bring satisfactions to the employees (Bruce, Formisano & Anne Bruce (Author)

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Pepitone, 1998). The motivating factor in on culture is different from another. Once companies study the motivating factors, they are able to adopt open system of management that gives employees greater autonomy.

Herzberg motivation-hygiene factors are considered over other motivation theories because it pinpoints the dissatisfying needs. The lower categories of Maslow’s hierarchy of needs are similar to Herzberg hygiene factor. The difference is that the hygiene factors lead to dissatisfaction for their non-fulfillment. Two companies were tested from Taiwan and outside. Shih and Chinerawat developed an econometric model to test the two-factor theory of Herzberg. There was sufficient satisfaction from the model, which also reviewed that, the application of hygiene factor different cross cultures (Chinerawat, 2009). Herzberg hygiene factor was reviewed to impact considerable satisfaction in the cross-cultural work setting in the companies of test. Finally, the question of what would be the impact of the hygiene factor on the Taiwan industries is crucial. This is because different cultures have different motivating factors. Employees from Taiwan and those working in Taiwan but different cultures act differently. Herzberg hygiene factor caters for all cultures because it deals with the issue of work satisfaction. These help managers to understand different cultures and appreciate them with the aim of improving the competitiveness of different employees (Chinerawat, 2009).

In conclusion, Herzberg states that hygiene factor is not directly proportional to work. That is because if bad working conditions lead to unsatisfied workers. Managers ought to understand that every individual employee is unique and is motivated differently. Taiwanese managers have learnt that money is not always a motivating factor and have sought other factors. This has led to their enormous success in the electronic fields compared to other countries. The managers have borrowed a leaf of Herzberg Hygiene factor to know what motivates and satisfy their employees. Taiwanese understand that a self-fulfilling factor increase productivity and improves performance (Chinerawat, 2009).

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