Introduction

            According to Sims (2002), motivation is the process of satisfying internal needs through actions and behaviors. It is concerned with a composite of mental and physical drives, combined with the environment that makes people behave the way they do (p.55). According to Adair (2004), motivation is about something within you impelling you to move forwards, to achieve a goal, to make progress in a task. The ‘something’ is the driving force may be a need, or desire, or an emotion but it leads you to act in a certain way. Signs of motivation in a person are an energy and determination to achieve (p. 58). Typical qualities of a motivated person include:

  • A willingness to work

  • Dedication to the project or common cause

  • Alignment of the person with the organizational goals

  • Commitment

  • An appetite to achieve

  • An energy

  • Drive and determination

  • Persistence

  • Strength of purpose

  • Orientation to work (Adair 2004, p. 58)

 

            Herberg’s theory focuses on two factors: (1) outcome that can lead to high levels of motivation and job satisfaction and (2) outcomes that can prevent people from being dissatisfied. According to Herzberg’s theory, people have two sets of needs or requirements: motivator needs and hygiene needs. Motivator needs are related to the nature of the work itself and how challenging it is. Outcomes such as interesting work, autonomy, responsibility, being able to grow and develop on the job, and a sense of accomplishment and achievement help to satisfy motivator needs. In order to have a highly motivated and satisfied workforce, Herzberg suggested, managers should take steps to ensure that employees’ motivator needs are being met. Hygiene needs are related to the physical and psychological context in which the work is performed. Hygiene needs are satisfied by outcomes such as pleasant and comfortable working conditions, pay, job security, good relationships with coworkers, and effective supervision. According to Herzberg, when hygiene needs are not met, workers will be dissatisfied, and when hygiene needs are met, workers will be satisfied. Satisfying hygiene needs, however, will not result in high levels of motivation or even high levels of job satisfaction.

Research Problem

            The study aims to answer the question “How can Herzberg’s Hygiene Motivation Theory can be applied to university teachers. In connection to that, answers will be sought to the following questions:

1. What is Hygiene Motivation Theory?

2. What are university teachers’ motivation needs?

3. What are university teachers’ hygiene needs?

4. How are these needs being met?

5. What are the ways by which university teachers can be motivated according to Herzberg’s Hygiene Motivation Theory

 

Objectives of the Study

            This study will be carried out in order to determine how Herzberg’s Hygiene Motivation Theory can be applied on university teachers. In the light of the stated objective, the following objectives will be achieved:

1. Define Hygiene Motivation Theory.

2. Determine university teachers’ motivation needs.

3. Identify university teachers’ hygiene needs.

4. Ascertain how these needs are being met.

5. Identify the ways university teachers can be motivated according to Herzberg’s Hygiene Motivation Theory.

 

Methodology

A multi-method approach will be adopted, drawing on primary and secondary research. The reason for this is to be able to provide adequate discussion for the readers that will help them understand more about the issue under investigation as well as the different variables involve with it, the primary data for the study will be represented by the survey results that will be acquired from the respondents. The primary research will involve both qualitative and quantitative methods. This study will also employ qualitative research method because it will try to find and build theories that will explain the relationship of one variable with another variable through qualitative elements in research. Through this method, qualitative elements that do not have standard measures such as behaviour, attitudes, opinions, and beliefs within the organizational domain will be analyzed. The explored literature extrapolated many key issues regarding the topic.

 


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