Analysis Of Herzberg's Two-Factor Theory On Employee Motivation

This study is theoretically anchored on Herzberg’s Two-Factor Theory which found two factors that influence employee motivation and satisfaction namely motivator factors and hygiene factors. Motivator factors leads to satisfaction and motivation of employees to work harder. It includes enjoying work, feeling recognized and career progression. Hygiene factors leads to dissatisfaction and lack of motivation in the absence of these factors. Examples include salary, benefits, and facilities. According to Herzberg’s findings, while motivator and hygiene factors both influenced motivation, they appeared to work completely independently of each other. While motivator factors increase employee satisfaction and motivation, the absence of these factors …show more content…
First is about the satisfaction towards the cost structure of the benefit program. Second is about the satisfaction towards the benefit package quality Danehower & Lust (1995). Employee benefits are non-monetary compensation that differs from one organization to another. Benefits are indirect and non-cash payments in a compensation package which are provided by the employer in addition to salary. It enables the company to have a competitive compensation package for potential and current employees. Benefits are given as mandated by the law and/or as discretion of the employer to be furnished to the employees (Alison Doyle, …show more content…
2.2.2 Job Performance

Job Performance is one of the most fundamental variables in management theory and empirical research for the past sixty years (Chao et al. 2015). Job Performance is characterized as the level to which an employee performs his or her job with respect to the requirements fixed by the employer (Muchhal &Solkhe, 2017). Since organizational success is dependent upon the employee’s creativity, innovation, commitment and overall employee performance (Ramlall, 2008), every organization tries to win job performance.

Several studies establish a causal relationship between job performance and turnover intention. According to Balogum (2013) employees with high turnover intention tend to become less productive and efficient. Moreover, previous studies also supported that turnover intention and job performance is significantly related. In the study of Saeed ,Waseem, Rizwan & Sikander (2014), if job performance of an employee is low then it will definitely lead to turnover intention. Hence, it is hypothesized that:

H3: The better the job performance, the lower the turnover intent.

2.2.3 Turnover