Workplace Motivation Theories and Johnson & Johnson

Introduction

Motivation can be defined as a psychosomatic feature that urges individuals to achieve both personal and organizational objectives. In the workplace context, it is deemed to be the set of incentives that trigger and drive employees to obtain better job performance and contribute greater effort (Asim, 2013). For an organization to compete effectively in the international market, it is essential to design jobs and duties in a way that minimizes stress while heightening levels of employee satisfaction, motivation, and performance. Motivation rejuvenates and invigorates behavior, provides direction to conduct, and underpins the tendency to persevere. Motivation is a significant aspect of organizational life because it leads one individual within an organization to influence others to work toward the fulfillment of the firm's goals and mission (Rozman, Treven, & Cancer, 2017).

The purpose of this paper is to examine what drives motivation within the workplace setting. This examination is carried out by taking an in-depth look at both primary and secondary motivators for the workforce. Moreover, the paper considers the extent to which employees' primary motivators affect their pay, prospects, status, and overall approach to work. The analysis draws on the case of Johnson & Johnson as a workplace setting.

Herzberg's Two-Factor Theory of Workplace Motivation

Fredrick Herzberg analyzed the concept of motivation from a distinctive point of view. By asking individuals specifically about what gives them satisfaction on the job and what results in dissatisfaction, he determined that, within the workplace setting, the factors that satisfy employees are significantly different from those that dissatisfy them (Herzberg, 1987). Herzberg established that human behavior is influenced by either the satisfaction factor or the dissatisfaction factor. He designated hygiene factors as sources of dissatisfaction and motivator factors as sources of motivation (Pardee, 1990; Herzberg, Mausner, & Snyderman, 1959).

Hygiene factors consist of salary, remuneration, wages, and work benefits, working conditions, company policies, work supervision, and job security. These relate to the workplace context, are indicative of a person's working environment, and are categorized as extrinsic factors. These factors are considered tangible and are regarded as basic needs because they involve an employee doing something to achieve external rewards such as wages, benefits, or promotion. It is important to note that the presence of hygiene factors will not necessarily motivate employees but can prevent the onset of dissatisfaction. Nonetheless, the absence of hygiene factors will result in a lack of motivation (Chapman, 2017). Regarding Johnson & Johnson, the company ensures that all of its employees receive fair and equal wages that surpass the minimum wage rate set in the region. The company is also thorough in ensuring that employees receive meaningful benefits, including pension and retirement benefits, compensation for education expenses, and financial health support (Johnson & Johnson, 2020).

In contrast, motivator factors consist of personal attainment, status, acknowledgment or recognition, promotion, the nature of the job itself, and prospects for progression. They are classified as intrinsic factors and tend to be intangible, pertaining to personal and emotional needs. The presence of a motivator factor will result in an increase in employee motivation and, therefore, higher employee morale and dedication. However, the absence of motivator factors will not diminish motivation (Chapman, 2017). Johnson & Johnson extensively offers its employees motivator factors in the form of work promotions based on experience, education, and knowledge. Furthermore, the company ensures that employees have access to a workplace environment that is peaceful, ideal, and encouraging at all times, and maintains a proper work–home balance (Johnson & Johnson, 2020).