Herzberg Two Factor Theory
This was proposed by Herzberg (1959) and has since then been explored by
different scholars in an attempt to dig deeper into the association between
intrinsic factors and employees’ intention to quit. According to Herzberg, the
working attitudes and job performance levels of the employees are mainly
affected by two factors namely hygiene and motivation factors (Robbins &
Judge, 2007). He defined the motivation factors as the intrinsic factors that
improve the satisfaction in job of the employees and hygiene factors as those
used to prevent employee dissatisfaction and are mainly extrinsic in nature. The
theory purports that improving employees’ satisfaction motivates the employees
to make non-quit decisions.
The main emphasis of Herzberg’s theory was to explain the contribution of
internal job factors in motivating the employees. His key aim was to open an
avenue for employees to participate in planning, executing and work evaluation
(Schultz et al., 2010). The content of the theory has been widely being embraced
as important in encouraging employees to discharge the best outcomes in
companies. Other studies reveal that the employees are more enticed the by
intrinsic factors as stated by Herzberg’s motivator needs than any other factors.
Other schools of thought however exist which exhibit sentiments that are
contrary to those of Herzberg. King (2005) is one such researcher who tried to
debunk and investigate five separate variants of the Two Factor theory. He came
to the conclusion that two of the versions are incorrect since they are not
supported by prior empirical research. The two factor hypothesis, on the other
hand, should be considered a genuinely exceptional specimen that it has survived
for too long without being disproved. It has made major contributions with
regard to the body knowledge about workplace motivation and employee
turnover intentions. Many researchers have conducted further studies as a result
of it. It is based on Maslow's well-known hierarchy of needs theory and human
behavior. Though, owing to developments in the climate of the company and
technological advancements, new methodologies for research are needed. This
will give you an understanding of how to do research and how to reevaluate
previous findings.
Social Exchange Theory
It was modelled by Homans (1958). It refers to voluntary actions exhibited by
employees as a result of the motivation they get (Blau, 2009). This is different
from economic exchange since it comprises both intrinsic as well as extrinsic
elements. Social exchange thus generates an action that needs reciprocity and
entirely relying on trust. Shobitha and Sudarsan (2014) clarify this exchange
framework as both the employer providing a favour and employees responding
to the favour with positive outcomes. For instance, when employers provide an
environment that promotes work-life balance practices, employees may respond
by showing more commitment and engagement which results high productivity
(Sorensen, 2014).
This idea shows how the employee-employer relationship affects social
interaction. When a relationship is strengthened, an employee may feel valued,
which is rewarded through their work output. This exchange paradigm is
described by Shobitha and Sudarsan (2014) as both the employer offering
support in the form of work-life balance policies as well as the employees
repaying the favor with more energy, resulting in increased productivity.
According to Lambert et al. (2010), recent advances in social exchange theory
show that work-family benefits may increase employee participation and
initiative by creating a sense of obligation to put in extra effort in exchange for
additional advantages. When people are able to balance work and other elements
of their lives, they work best. The research hypothesis anchored here is on the
work life balance whereby employers put in place programs with expectations to
get positive returns from their employees hence the proposition that work life
balance has a significant influence on employee turnover intentions at the
University of Nairobi.
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