Learn How to Motivate Your Team

Herzberg's Motivators and Hygiene FactorsLearn How to Motivate Your Team
What do people want from their jobs?Do they want just a higher salary? Or do they want security, good relationships with co-workers, opportunities for growth and advancement – or something else altogether?This is an important question, because it's at the root of motivation, the art of engaging with members of your team in such a way that they give their very best performance. The psychologist Fredrick Herzberg asked the same question in the 1950s and 60s as a means of understanding employee satisfaction. He set out to determine the effect of attitude on motivation, by asking people to describe situations where they felt really good, and really bad, about their jobs. What he found was that people who felt good about their jobs gave very different responses from the people who felt bad. These results form the basis of Herzberg's Motivation-Hygiene Theory (sometimes known as Herzberg's Two Factor Theory.) Published in his famous article "One More Time: How do You Motivate Employees", the conclusions he drew were extraordinarily influential, and still form the bedrock of good motivational practice nearly half a century later.Motivation-Hygiene TheoryHerzberg's findings revealed that certain characteristics of a job are consistently related to job satisfaction, while different factors are associated with job dissatisfaction. These are:

Factors for Satisfaction
Achievement
Recognition
The Work itself
Responsibility
Advancement
Growth

Factors for Dissatisfaction

Company Policies
Supervision
Relationship with Supervisor and Peers
Work conditions
Salary
Status
Security

The conclusion he drew is that job satisfaction and job dissatisfaction are not opposites.
The opposite of Satisfaction is No Satisfaction.
The opposite of Dissatisfaction is No Dissatisfaction.
Remedying the causes of dissatisfaction will not create satisfaction. Nor will adding the factors of job satisfaction eliminate job dissatisfaction. If you have a hostile work environment, giving someone a promotion will not make him or her satisfied. If you create a healthy work environment but do not provide members of your team with any of the satisfaction factors, the work they're doing will still not be satisfying. According to Herzberg, the factors leading to job satisfaction are "separate and distinct from those that lead to job dissatisfaction." Therefore, if you set about eliminating dissatisfying job factors you may create peace, but not necessarily enhance performance. This placates your workforce instead of actually motivating them to improve performance.The characteristics associated with job dissatisfaction are called hygiene factors. When these have been adequately met, people will not be dissatisfied nor will they be satisfied. If you want to motivate your team, you then have to focus on satisfaction factors like achievement, recognition, and responsibility.

To apply Herzberg's theory, you need to adopt a two stage process to motivate people. Firstly, you need eliminate the dissatisfactions they're experiencing and, secondly, you need to help them find satisfaction.Step One: Eliminate Job DissatisfactionHerzberg called the causes of dissatisfaction "hygiene factors". To get rid of them, you need to:
Fix poor and obstructive company policies.
Provide effective, supportive and non-intrusive supervision.
Create and support a culture of respect and dignity for all team members.
Ensure that wages are competitive.
Build job status by providing meaningful work for all positions.
Provide job security.
All of these actions help you eliminate job dissatisfaction in your organization. And there's no point trying to motivate people until these issues are out of the way!You can't stop there, though. Remember, just because someone is not dissatisfied, it doesn't mean he or she is satisfied either! Now you have to turn your attention to building job satisfaction.Step Two: Create Conditions for Job SatisfactionTo create satisfaction, Herzberg says you need to address the motivating factors associated with work. He called this "job enrichment". His premise was that every job should be examined to determine how it could be made better and more satisfying for the person doing the work. Things to consider include:
Providing opportunities for achievement.
Recognizing workers' contributions.
Creating work that is rewarding and that matches the skills and abilities of the worker.
Giving as much responsibility to each team member as possible.
Providing opportunities to advance in the company through internal promotions.
Offering training and development opportunities, so that people can pursue the positions they want within the company.

Sources
(http://www.mindtools.com)

Law of Demand

The Law of Demand The law of demand states that,
if all other factors remain equal, the higher the price of a good, the less people will demand that good. In other words, the higher the price, the lower the quantity demanded. The amount of a good that buyers purchase at a higher price is less because as the price of a good goes up, so does the opportunity cost of buying that good. As a result, people will naturally avoid buying a product that will force them to forgo the consumption of something else they value more. The chart below shows that the curve is a downward slope.

A, B and C are points on the demand curve. Each point on the curve reflects a direct correlation between quantity demanded (Q) and price (P). So, at point A, the quantity demanded will be Q1 and the price will be P1, and so on. The demand relationship curve illustrates the negative relationship between price and quantity demanded. The higher the price of a good the lower the quantity demanded (A), and the lower the price, the more the good will be in demand (C)

Introduction

Hi,
I am starting this blog for MBA Student

For MBA student i will be providing answer to any question from any subjects along with this we all will be discussing case studies also.