Respond To The Following Prompt In APA Format: According To ✓ Solved

Respond to the following prompt in APA format: According to

Respond to the following prompt in APA format: According to Borkowski (2016), Herzberg’s approach is that if you want people to do a good job, you must give them a good job to do – the work itself. Along with that Herzberg includes achievement, recognition, responsibility, and advancement. Explain why recognition, when paired with advancement, has the most impact on employee motivation. Discuss how a 'good job' can motivate on a bad day but that long-term motivation often requires advancement through promotions or salary increases. Consider why jobs with increased responsibilities without adequate advancement can reduce motivation. Support your answer with at least one reference (cite Borkowski 2016 and others). The response should be 175-265 words, APA format.

Paper For Above Instructions

Introduction

Herzberg’s two-factor theory differentiates between hygiene factors (extrinsic elements that prevent dissatisfaction) and motivators (intrinsic factors that drive engagement). The work itself, along with achievement, recognition, responsibility, and advancement, forms the core of Herzberg’s motivators (Herzberg, Mausner, & Snyderman, 1959). According to Borkowski (2016), this framework emphasizes that meaningful work and visible opportunities for growth are essential to sustaining motivation. I argue that recognition is most impactful when it is explicitly linked to advancement because it signals a credible pathway from current performance to expanded roles and rewards, thereby sustaining intrinsic and extrinsic motivation over time (Herzberg et al., 1959; Hackman & Oldham, 1976).

The Role of Recognition and Advancement

Recognition acknowledges competence and contribution, but without advancement it risks becoming hollow praise. When recognition is paired with advancement—whether through promotions, increased responsibility, or salary increases—employees perceive a tangible link between their performance and future opportunities. This alignment reinforces internal motivation (the work itself remains meaningful) and external motivation (reward progression), a balance central to Herzberg’s theory (Herzberg, 1959; Herzberg, Mausner, & Snyderman, 1959). Research on job design suggests that when tasks are enriched, workers experience greater motivation due to autonomy, competence, and relatedness, which supports sustained engagement (Hackman & Oldham, 1976). Conversely, if recognition occurs without a credible path to growth, the motivation may be short-lived, as employees feel their best efforts are not acknowledged with meaningful opportunity (Porter & Lawler, 1968).

Long-Term Motivation: Good Job versus Growth

A “good job” on its own can raise day-to-day morale, but long-term motivation typically requires growth and advancement. Anecdotes like leaving a position due to stagnation illustrate the risk of increasing responsibilities without corresponding advancement. When advancement opportunities are scarce, employees may experience frustration, reduced engagement, and eventual turnover (Borkowski, 2016). Integrating recognition with clear advancement criteria helps maintain motivation by providing ongoing goals, feedback, and a sense of progress, which is consistent with motivational theories that emphasize growth-oriented rewards (Deci & Ryan, 2000; Amabile & Kramer, 2011).

Practical Implications for Employers

To translate Herzberg’s insights into practice, organizations should:

• Establish transparent career ladders that map performance to advancement opportunities (promotions, salary bands, skill development).
• Implement timely and meaningful recognition programs that accompany developmental opportunities, not just praise (recognition tied to demonstrated competencies and readiness for increased responsibility).
• Invest in job design that enriches work content (autonomy, significance, feedback) to bolster intrinsic motivation (Hackman & Oldham, 1976).
• Provide regular development planning, mentorship, and cross-training to expand capability and readiness for advancement (Latham & Pinder, 2005).
• Balance intrinsic motivators with extrinsic rewards to avoid the overjustification effect, ensuring rewards support autonomy, competence, and relatedness (Deci & Ryan, 2000).

Conclusion

Recognizing employees for their performance is valuable, but motivation is most durable when recognition is inseparable from advancement opportunities. Herzberg’s emphasis on the work itself, paired with achievement, responsibility, and advancement, aligns with contemporary findings in job design and self-determination theory. By creating meaningful work and a credible path to growth, organizations can sustain motivation, reduce turnover, and foster higher performance over time (Herzberg, 1959; Hackman & Oldham, 1976; Deci & Ryan, 2000; Amabile & Kramer, 2011). The personal account of leaving a job due to stagnation underscores the real-world importance of tying praise to progression (Borkowski, 2016).

References

• Herzberg, F., Mausner, B., & Snyderman, B. (1959). The Motivation to Work. Wiley.
• Herzberg, F. (1966). Work and the Nature of Man. World Publishing Company.
• Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279.
• Porter, L. W., & Lawler, E. E. (1968). Managerial Attitudes and Performance. Homewood, IL: Dorsey Press.
• Deci, E. L., & Ryan, R. M. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78.
• Amabile, T. M., & Kramer, S. J. (2011). The Progress Principle: Using small wins to ignite joy, engagement, and creativity at work. Harvard Business Review Press.
• Pinker, D. (2009). Drive: The Surprising Truth About What Motivates Us. Riverhead Books.
• Latham, G. P., & Pinder, C. C. (2005). Work motivation theory and practice. Academy of Management Review, 30(4), 946–959.
• Porter, L. W., & Lawler, E. E. (1968). Managerial Attitudes and Performance. Homewood, IL: Dorsey Press.
• Borkowski, N. (2016). Organizational Behavior in the Workplace: Applications and Implications. Pearson.