 Hello, I welcome you all once again to my channel Explore Education and I am Dr. Rashmi Singh, Assistant Professor, Department of Education, S.S. Kanna Girls Tree College, University of Allahabad. It is my email ID and the lecture will be very useful for various teaching examinations because theories of motivation is a very crucial and important and you can say common topic of all of the competitive examinations. Okay and today I am going to discuss Hedgeberg's two-factor theory of motivation. It is also called as dual-factor theory and many more names. So, let's start Now we are going to talk about the principles of Prerana. We have talked about the principles of Prerana in two main approaches. Content theories and process theories. Content theories can also be referred to as need theories. Need theories means that it tells us what are the needs and the drives for which a person is motivated to achieve his goal. We have read four types of content theories. Maslow, Elderfurb, Hurjburb and Macklellan. In which we have read Maslow, Elderfurb and today it is the turn of Hurjburb. After that when we will cover Macklellan, our content theories of motivation will be completed. So let us know what are the two main principles of Hurjburb. Frederick Hurjburb, his name and his two collaborators. His two friends, Mosner and Cinderman, developed the Motivation Hygiene Theory. His theory is two-factor theory, dual-factor theory, dual-theory. Motivation Hygiene Theory is known as Motivator Hygiene Theory. In their book Motivation to Work, he wrote the book Motivation to Work and in that he mentioned his Motivation Hygiene Theory. Influenced by Maslow's hierarchy of needs, the theory that we read to Elderfurb was his condensation. He was based on Hurjburb, Macklellan is its extension. That means all theories of motivation are based on Maslow's theory. That is why Maslow's theory is very popular. Influenced by Maslow's hierarchy of needs, many management professionals recognize Hurjburb's theory of motivation in the book Placed from his article, he wrote one more time. more time, how do you motivate employee? One more time, how do you motivate your employee? I mean, this was an article in which he mentioned his motivation-hygiene theory. Like Maestro, like Maestro, this theory came around 1960-1960. A time when the culture believed that people were mostly motivated by money. I mean, this was a time when it was believed that people are only interested in money. I mean, money is the reason that can motivate them to complete their work. Every time, they rebuked this traditional idea. They opposed this traditional idea, believing that it was actually the content, not the context of a job that caused satisfaction. It was mostly the satisfaction of the job and dissatisfaction of the theory. How does the employee get satisfied and dissatisfied? What does the employer do? What will happen to the employees who are highly motivated? Their productivity will increase, their benefit will increase, their profit will increase. That is why all the work is being studied. How do you motivate the employee, the student? But mainly because this is related to the job and workplace, that is why this is related to the employee. But being a student of educational psychology, psychology, you have to know about this thing. Okay. So, they said that the content is more meaningful than the context of the job or workplace that creates satisfaction. Do you know what else? Hudgeberg's Motivation Theory Model goes by a number of different names. It is known by many names. As I told you, it is known by the name of two-factor theory. It is known by the name of Hudgeberg's Motivation Hygiene Theory. It is known by the name of dual structure theory. Hudgeberg's theory of Motivation tries to get to the root of Motivation in the workplace. What is the whole root of this theory? What is the whole root of this theory? We have to find out how the employee who is going to work, who is a worker, should be motivated in the workplace. One can leverage this theory to help you get the best performance from your team. Meaning, the managers, the professionals, the employers, they should definitely tell them about this theory so that they can know how they can keep their team in a highly motivated condition. The two factors identified by Hudgeberg are Motivators and Hygiene. And one of the two factors that they have identified is Motivation or Motivator. And the other is called Hygiene. This theory argues that job satisfaction and dissatisfaction exist on two different continuances. Look, this is the most important thing to pay attention to. Each with its own set of factors. Generally, we believe that dissatisfaction and dissatisfaction are on one pole. If we are satisfied on one pole, then dissatisfaction is on the other. But they said that job satisfaction and dissatisfaction are different things. Both are on a different continuum. Different categories make us dissatisfied, different categories make us dissatisfied. This runs contrary to the traditional view of job satisfaction, which was its that job satisfaction and dissatisfaction are interdependent. First of all, we believe that job satisfaction and dissatisfaction are on one another. They are interdependent. On one another, they have a negative attitude. They have a negative attitude. So, they said that job satisfaction and dissatisfaction are on one another. First of all, they are not on one pole. They are on a different continuum and different factors that influence them are responsible for them. And let's move on. Hudgeberg and his collaborators investigated 14 factors. 14 factors are looking for them, relating to job satisfaction in their original studies. They started in Mools, Adhyay and House, and they found that 14 factors are responsible for job satisfaction. Classifying them as either a high-genic or a motivation factor. They kept some of that in a high-genic or a co-motivation factor. I mean, a lot of the workers and employees discussed about their job, about the things that satisfy them, whether they are dissatisfied with their job. And while talking a lot, while doing research, they did the same. Motivation factors increase job satisfaction. Now, what are motivation and hygiene factors? Motivation factors are saying that increase job satisfaction. Meaning, if we have a motivation factor in our workplace, then we are satisfied with our job. While the presence of hygiene factors prevents job dissatisfaction. Why is the hygiene factor important? Because it prevents job dissatisfaction. That is why two cars are also required. Motivation and hygiene, if job dissatisfaction were on the same pole, then it would have been the same type of work. If they were on the same pole, then we would have been satisfied with the job. If they were not, then we would have been dissatisfied. But this is not the case. They are saying that there are some factors that satisfy us with our job. If we are dissatisfied with our job, then we would have been dissatisfied with the job and the hygiene factor would have been on the same pole. In his theory, the same plane of husband and wife claims these factors function. In other words, dissatisfaction and dissatisfaction are not polar opposites. I have told you that they are not on the same pole. Taking away an employee's dissatisfaction, for example, by offering a higher salary does not necessarily mean the employee will then be satisfied. The employee is just no longer dissatisfied. I mean, they are saying that the first thing is not on the same pole. It does not mean that if we are dissatisfied, then we are dissatisfied. It is not that we are dissatisfied then we are dissatisfied. Both are different continuos. They are saying that if we offer a higher salary then it does not mean that the employee will be satisfied. It just means that he is not dissatisfied. This means that the satisfaction and dissatisfaction are not on the same pole. They are responsible for the satisfaction and dissatisfaction. They are responsible for the dissatisfaction. It is not that if we are dissatisfied then we will be dissatisfied. Because there is no dissatisfaction on the same pole. It is possible that we are dissatisfied but we are dissatisfied. And dissatisfaction means that dissatisfaction and dissatisfaction are not on the same pole. They are different continuos that make us dissatisfied or dissatisfied. If we study further, it will be clearer. They are saying that the presence of the motivation factor makes us satisfied about the job. The presence of the hygiene factor stops us from dissatisfaction. Both are important factors. It is different to say. The presence of motivators cause employees to work harder. If we have a motivation factor then we want to do a good job. Because we are satisfied with our job. They are found within the actual job itself. These are related to workplace satisfaction. It is known as workplace satisfaction. Like our intrinsic needs means that our intrinsic motivation and intrinsic need is fulfilled. Like we are getting achievement and we are getting progress. We are getting success. We are getting to know each other. We are getting to know each other. These factors allow employees to be content in their jobs. We are satisfied with our job. We want to promote growth and encourage employees to work harder. We are getting growth. We are happy with our job and we are ready to do a good job. When? When we have a motivation factor. We are getting achievement and recognition from the job itself. But what is the hygiene factor? These won't encourage employees to work harder. It is not said that employees should do a good job. It will cause them to become unmotivated if they are not present. But if they are not present, we will become unmotivated. Like hygiene factors are not present in the actual job itself. It is not in the actual job. It is around the job. We get a job in a vacuum. We get a peer group. We get our manager. We get our bosses. We get our friends. We get our younger people. And we are making a dissatisfaction. These must be present in the workplace in order to prevent dissatisfaction. This factor should be present so that we are not dissatisfied. Hygiene factors are extrinsic needs like pay grade, workplace, policy and relationships with their peers. These are extrinsic needs while the motivation factor is intrinsic. We don't need to get money for achievement. We don't need recognition It is not necessary that we get money for it, but if we get achievement and recognition, then we are happy. We are satisfied. But extrinsic need is also necessary. For example, if the pay grade is not good, then no matter how much recognition you get, you will not be able to survive there. Or if you are completely worried about the workplace policy, then you do not want to do good work. But if the workplace policy is good, then you will not be dissatisfied. And relationships with their payouts. If you do not have good bonding with the people, then it will be difficult for you to work there. This concept. Now you will understand from here what is a motivator and what is dissatisfied. Look, the important thing to satisfy or motivator is to make us do good work. For our motivation, like performance and achievement, we are getting recognition, our job status is good, we are given responsibility. There are opportunities for our advancement, we are getting growth and work itself. All these factors are necessary to satisfy us. Improving these factors helps to increase job satisfaction. If we get these factors, then we feel dissatisfaction towards our job. But dissatisfaction. What are these hygiene factors? What they are saying is that if they are not, then we will be dissatisfied. That is, their presence is necessary to stop our dissatisfaction. Like salary. You are getting very good achievement, but if you are not getting good salary, then it will be wrong. So salary should be good, working conditions should be good, physical work space where we are working should be good, this should be airy, there should be the condition of electricity. Relationship with colleagues who are going to sit with us, who are going to work with us, how is our relationship with them. Relationship with supervisor. If your supervisor is not with you, if he is sitting with you, then it is also a big problem. Quality of supervisor. How are the policies of that company, of that organization, of that institution. Okay, so now you must have understood what the satisfactor is doing. Sorry, what is the hygiene factor? What is the motivator? The motivator is that we need to satisfy our presence. And hygiene factor is that we need to not dissatisfy our presence. Okay. We can make 4 decades. Once we are high hygiene and high motivation factor. Second, high hygiene is low but motivation factor is low. Third, high hygiene is low but motivation factor is high. Fourth, low hygiene is low and motivation factor is low. So high hygiene and high motivation is the most ideal condition and low hygiene and low motivation is the worst condition. Look, what will happen in high hygiene and high motivation? This is the ideal solution and the one which every manager should strive for. All managers will want their employees to be highly motivated and do good work. Here all employees are motivated and have very few grievances. They will have very few complaints. But if there is high hygiene and low motivation, high hygiene means salary increases, our policy is very good, our colleague has a very good relationship with us, our supervisor has a very good relationship with us. But we do not have recognition, we do not have advancement, we do not have growth, we do not have opportunities. So what will happen? In this situation, employees have few grievances but they are not highly motivated. I mean, we have very good salary. But still we do not feel like doing something good. Why? Because we do not have advancement, we do not have intrinsic need. An example of this situation is where pay and working conditions are competitive, but the work is not very interesting. Second is the opposite. Low hygiene and high motivation. I mean, the salary is not very good, our workplace environment is not good, our boss and our relationship is not good, our peer group is also not good, but we have advancement, we have opportunities, we have growth, we are getting achievements, we are getting recognition. So what will happen? In this situation, employees are highly motivated but they have a lot of grievances. They are very motivated, but they have a lot of complaints. A typical example of this situation is where the work is exciting but the pay and conditions are not good. Then low hygiene, low motivation. We do not have good salary, we are not motivated. This is obviously a bad situation for an organization or team to find itself in here. Employees are not motivated and the hygiene factors are not up to scratch. Okay. How to use this model? How to use this model? What do we have to do? We have to remove the job hygiene stressors and increase the motivators. So the first point will be to eliminate job hygiene stressors. So what to do? Rectify pity and bureaucratic company policies. If the policy maker is wrong, you can change it. Ensure each team member feels supported without feeling micromanaged. That is, every team member feels that it is a part of the group. You can do this by using servant leadership or a democratic leadership style. So the managers who will follow this type, then this is possible. Ensure that salaries are competitive within the industry. That is, the salary should be good. Ensure there are no major salary disparities between employees doing similar jobs. If there are employees who work like this, then there should be no difference in salary. To increase job satisfaction and status, aim to construct jobs in such a way that each team member finds their job meaning. That is, every person feels that there is some meaning to their job. If we do this, then we will remove the hygiene stressors. Because they are all hygiene stressors. So dissatisfaction has stopped. Now what should we do? Increase satisfaction. Boost job satisfaction. Once you have removed hygiene stressors, the next step is to boost the job satisfaction of each team member. Now we have to boost job satisfaction. How can we do this? Job enlargement, job enrichment and employee empowerment. How to enlarge it? It means giving a team member a greater variety of tasks to perform. That is, we give a lot of tasks to perform a team member. Job enrichment. Enriching a team member's job by giving them more challenging and complex tasks to perform. Give them more challenging so that they are more motivated. Their intrinsic needs are fulfilled. And employee empowerment. Means delegating increasing responsibility to each team member. If you give responsibility to each team member, they will want to work better than themselves. So how can we utilize the model of HRJBAR in our workplace among our employees so that we remove stressors and increase the motivators. Limitations of the day. Despite this, it is very good. You must have understood it. It must have been interesting. There are some benefits. Like, the theory only applies to white-collar workers. That is, the white-collar job can only be applied to them. Because they have such a sample. If they have done it, it cannot be representative of the entire population. It does not take an individual situation or perception into consideration. It does not take any individual or individual difference to satisfy their job or dissatisfaction. They did not take that into account. The theory focuses on improving employee satisfaction that does not necessarily translate into increased productivity. That is, if we are highly motivated in terms of productivity, there is no objective way to measure employee satisfaction within the theory. Two-factor theory is subject to bias. For example, when an employee is satisfied, they will give themselves credit for that satisfaction. That is, there is no objective way to name it. There is also a bias. That employee is satisfied. Why is it satisfied? It is important to tell you if you want to ask it. It will say that if we tell it for our intrinsic need, there is no validity. Then summary. How can you summarize? Hygiene factors will cause an employee to work less if not present. Hygiene factors do not want to work less if it does not get a hygiene factor. Whereas motivating factors will encourage an employee to work harder. But if motivating factors are there, they are helpful. So what do we have to do? To use the theory within your team, start by getting any hygiene issues resolved. We have read that we have to remove hygiene stressors and motivate them. Once you have done this, you can boost motivation by putting in place as many motivating factors as practical. If we do this, it means that our employees will be motivated and satisfied on the workplace and we can assume that they will increase productivity. Done. Okay? It is very interesting. If you think about it, it is very good to know when we know a new concept or a new theory. And you should utilize it. Apply it to others. Tell them that this is also one way. So I have covered one more theory. And thank you all. And don't forget to like and subscribe my channel Explore Education. Okay? Done from my side.