TUGASAN INDIVIDU (MASTER)
SESI SEMESTER 1 2021/2022
KOD KURSUS
D C E 5 1 1 0
NAMA KURSUS THEORIES AND PRACTICES OF HUMAN RESOURCE
DEVELOPMENT
PENSYARAH PROF. MADYA DR. SITI RABA’AH HAMZAH
TUGASAN KE 1 /2 /3 /4 /5
TAJUK TUGASAN INDIVIDUAL ASSIGNMENT 2
NAMA PELAJAR
Sila pastikan nama VISHNUVARATAN A/L MAKHANDRIN
& no.matrik adalah
BETUL
NO.MATRIK
J M 4 1 6 2 3
PUSAT
PEMBELAJAR
AN
Pengakuan pelajar : saya mengaku bahawa,
1. Nama,No.matrik & Kod kursus adalah BETUL
2. Sebarang kesilapan adalah tanggungjawab saya sendiri
Sila potong di sini setelah disemak dan dicop (Salinan penerimaan pelajar)
………………………………………………………………………………………………………………………………………………................
...............................................
TUGASAN INDIVIDU
(MASTER)
KOD KURSUS DCE 5110
TUGASAN KE 1/2/3/4/5
NAMA PELAJAR
Sila pastikan nama VISHNUVARATAN A/L MAKHANDRIN
& no.matrik adalah
BETUL
NO.MATRIK
J M 4 1 6 2 3
Pengakuan pelajar : saya mengaku bahawa,
1. Nama,No.matrik & Kod kursus adalah BETUL
2. Sebarang kesilapan adalah tanggungjawab saya sendiri
COP PUSAT PEMBELAJARAN : COP UPMET :
, Herzberg’s Two-Factor Theory
There are numerous motivation theories that have influenced the way organizations manage
employees to achieve a motivated workforce. These theories attempt to explain why people
behave the way they do and advise on factors and strategies which when employers can get the
best out of the employees in terms of their commitment to work. Motivation is one of the most
important factors in affecting human behavior and performance. The level of motivation an
individual or team exerted in their work task can affect all aspects of organizational performance.
As employees are the main resources for organizations’ business activities, the issues of
employees’ motivation will critically decide organizations’ success. However, in understanding
that human needs and preferences will not be the same among each other, one set of motivation
packages designed for an individual or groups may not turn up the same effect on others (Wan
Yusoff, Kian, & Mohamed Idris, 2013).
Definitions of motivation contributed by various researchers apparently have some similar
meanings as drive, energize and action. Researchers are agreeing on individuals’ motivations,
start with recognition of a desire that is not present at the time the individual noticed, followed by
mental desire to achieve something, thus followed by physical actions to obtain the desire.
Motivation is the act that causes someone to get into action (Buchbinder & Shanks, 2007) or, in
other words, the creation means to an end (Cleveland & Murphy, 1992). Motivation, which
ensures to spend more or less cognitive effort to increase the quality and quantity of occupational
performance (Clark, 2003), ensures also the production of the mental effort that directs the
knowledge and skills. Therefore, even the most talented ones among the employees of an
organization can reduce their performance if they are not motivated (Uysal, Aydemir, & Genc,
2018). Motivation is directly related to personal performance as a catalyst for employees who
contribute to organizational performance or who generally want to do their duties more
successfully (Sekhar et al., 2013). External motivation is the reinforcement or enhancement,
which comes through other people, bearing material and spiritual values that increase or
decrease the possibility of recurrence of behavior in both positive and negative ways (Soyer et
al., 2010). External motivation is related to awards received from another person and may be a
material such as cups, money, medals, as well as sources such as non-material appreciation and
praise (Buchbinder & Shanks, 2007).
Motivation theories seek to explain why employees are motivated by and satisfied with one type
of work rather than another. It is essential that managers have a basic understanding of work
motivation because highly motivated employees are more likely to produce a superior quality
product or service than employees who lack motivation. The first theory of motivation was put
forward by Maslow in 1943, and with this theory, a hierarchy of needs that influenced motivation
was established. Following Maslow, Herzberg created the double factor theory in 1959, Vroom
created the expectation theory in 1964, Locke created the objective theory in 1968, Porter and
Lawler created the expectation theory in the same year, Alderfer created the ERG theory in
1969, and McClelland created the achievement need theory in 1988.
Frederick Herzberg’s well known Two-Factor Theory was designed in 1959. Based on two
hundred engineers and accountant feedback collected in the USA regarding their personal
feelings towards their working environments, Herzberg defined two sets of factors in deciding
employees' working attitudes and level of performance, named Motivation & Hygiene Factors
(Robbins, 2009). Motivation Factors are Intrinsic Factors that will increase employees’ job
satisfaction; while Hygiene Factors are Extrinsic Factors to prevent any employees’
dissatisfaction. Herzberg furthered that full supply of Hygiene Factors will not necessarily result in
employees’ job satisfaction. In order to increase employees’ performance or productivity,
Motivation factors must be addressed.
SESI SEMESTER 1 2021/2022
KOD KURSUS
D C E 5 1 1 0
NAMA KURSUS THEORIES AND PRACTICES OF HUMAN RESOURCE
DEVELOPMENT
PENSYARAH PROF. MADYA DR. SITI RABA’AH HAMZAH
TUGASAN KE 1 /2 /3 /4 /5
TAJUK TUGASAN INDIVIDUAL ASSIGNMENT 2
NAMA PELAJAR
Sila pastikan nama VISHNUVARATAN A/L MAKHANDRIN
& no.matrik adalah
BETUL
NO.MATRIK
J M 4 1 6 2 3
PUSAT
PEMBELAJAR
AN
Pengakuan pelajar : saya mengaku bahawa,
1. Nama,No.matrik & Kod kursus adalah BETUL
2. Sebarang kesilapan adalah tanggungjawab saya sendiri
Sila potong di sini setelah disemak dan dicop (Salinan penerimaan pelajar)
………………………………………………………………………………………………………………………………………………................
...............................................
TUGASAN INDIVIDU
(MASTER)
KOD KURSUS DCE 5110
TUGASAN KE 1/2/3/4/5
NAMA PELAJAR
Sila pastikan nama VISHNUVARATAN A/L MAKHANDRIN
& no.matrik adalah
BETUL
NO.MATRIK
J M 4 1 6 2 3
Pengakuan pelajar : saya mengaku bahawa,
1. Nama,No.matrik & Kod kursus adalah BETUL
2. Sebarang kesilapan adalah tanggungjawab saya sendiri
COP PUSAT PEMBELAJARAN : COP UPMET :
, Herzberg’s Two-Factor Theory
There are numerous motivation theories that have influenced the way organizations manage
employees to achieve a motivated workforce. These theories attempt to explain why people
behave the way they do and advise on factors and strategies which when employers can get the
best out of the employees in terms of their commitment to work. Motivation is one of the most
important factors in affecting human behavior and performance. The level of motivation an
individual or team exerted in their work task can affect all aspects of organizational performance.
As employees are the main resources for organizations’ business activities, the issues of
employees’ motivation will critically decide organizations’ success. However, in understanding
that human needs and preferences will not be the same among each other, one set of motivation
packages designed for an individual or groups may not turn up the same effect on others (Wan
Yusoff, Kian, & Mohamed Idris, 2013).
Definitions of motivation contributed by various researchers apparently have some similar
meanings as drive, energize and action. Researchers are agreeing on individuals’ motivations,
start with recognition of a desire that is not present at the time the individual noticed, followed by
mental desire to achieve something, thus followed by physical actions to obtain the desire.
Motivation is the act that causes someone to get into action (Buchbinder & Shanks, 2007) or, in
other words, the creation means to an end (Cleveland & Murphy, 1992). Motivation, which
ensures to spend more or less cognitive effort to increase the quality and quantity of occupational
performance (Clark, 2003), ensures also the production of the mental effort that directs the
knowledge and skills. Therefore, even the most talented ones among the employees of an
organization can reduce their performance if they are not motivated (Uysal, Aydemir, & Genc,
2018). Motivation is directly related to personal performance as a catalyst for employees who
contribute to organizational performance or who generally want to do their duties more
successfully (Sekhar et al., 2013). External motivation is the reinforcement or enhancement,
which comes through other people, bearing material and spiritual values that increase or
decrease the possibility of recurrence of behavior in both positive and negative ways (Soyer et
al., 2010). External motivation is related to awards received from another person and may be a
material such as cups, money, medals, as well as sources such as non-material appreciation and
praise (Buchbinder & Shanks, 2007).
Motivation theories seek to explain why employees are motivated by and satisfied with one type
of work rather than another. It is essential that managers have a basic understanding of work
motivation because highly motivated employees are more likely to produce a superior quality
product or service than employees who lack motivation. The first theory of motivation was put
forward by Maslow in 1943, and with this theory, a hierarchy of needs that influenced motivation
was established. Following Maslow, Herzberg created the double factor theory in 1959, Vroom
created the expectation theory in 1964, Locke created the objective theory in 1968, Porter and
Lawler created the expectation theory in the same year, Alderfer created the ERG theory in
1969, and McClelland created the achievement need theory in 1988.
Frederick Herzberg’s well known Two-Factor Theory was designed in 1959. Based on two
hundred engineers and accountant feedback collected in the USA regarding their personal
feelings towards their working environments, Herzberg defined two sets of factors in deciding
employees' working attitudes and level of performance, named Motivation & Hygiene Factors
(Robbins, 2009). Motivation Factors are Intrinsic Factors that will increase employees’ job
satisfaction; while Hygiene Factors are Extrinsic Factors to prevent any employees’
dissatisfaction. Herzberg furthered that full supply of Hygiene Factors will not necessarily result in
employees’ job satisfaction. In order to increase employees’ performance or productivity,
Motivation factors must be addressed.
