Herzberg motivation theory

Background

Frederick Irving Herzberg was an American psychologist who became one of the most influential names in business management.

Herzberg proposed the motivation-hygiene theory in 1959 in his book "The Motivation to Work". The theory is also known as the two-factor theory of job satisfaction.

The theory is based on extensive research into motivational factors at work, and the theory is often used in conjunction with Maslow's hierarchy of needs.

Herzberg concluded that workplace conditions can be divided into two main groups of factors. These are hygiene factors, sometimes called maintenance factors, and motivator factors.

About the model

Our starting point is hygiene factors at the bottom of the model.

Hygiene factors can only prevent and reduce negative attitudes and dissatisfaction among employees.

Therefore, hygiene factors are the difference between dissatisfied and "not dissatisfied".

When management covers hygiene factors, they do not create satisfaction and thus motivation. They only ensure that employees are "not dissatisfied". Employees will show up to work every day, but will not be motivated to put in an extra effort in their work.

Employees' hygiene factors must be covered before you can move on to the next level, which are the motivation factors at the top of the model.

Motivational factors can create a positive attitude and satisfaction in an individual employee.

Therefore, motivation factors are the difference between "not satisfied" and "satisfied".

When management uses motivation factors in the right way, they can give the individual employee the feeling that they have accomplished something. They have made a difference.

Herzberg's two-factor theory clearly shows that hygiene factors cannot create motivation; they can only prevent and reduce dissatisfaction and negative attitudes.

Hygiene factors are characterized as external components in job design. They are about the environment of the job. This is something that the employee expects to be properly organized.

Motivational factors create positive attitudes towards work. But this requires the presence of motivational factors that are important to the individual employee.

Motivational factors are inherent in the job itself, and it is therefore about the satisfaction of the individual employee.

Hygiene factors must first be fulfilled; there must be no dissatisfaction among the employees. Only then can you work with their motivational factors. It is therefore important that you know which specific hygiene factors and motivational factors apply to each individual employee.

Hygiene and Motivational Factors

Now we will review both hygiene factors and motivational factors that Herzberg identified in his study.

It is logical to start with hygiene factors - since we cannot use motivational factors until the hygiene factors are met.

Job security - The organization must provide job security to employees. This creates great dissatisfaction and negative attitudes if employees are afraid of being laid off.

Status - The status of employees in the organization should be recognized and maintained. Management should be aware that an employee who feels demoted in a restructuring of the company is very dissatisfied.

Interpersonal relations - The relationship of employees with colleagues, superiors and subordinates should be appropriate and acceptable. There should be no element of conflict or humiliation present.

Now we will review motivational factors.

Growth opportunities - There must be growth opportunities in an organization to motivate employees to perform well. The employee must have the opportunity to develop both professionally and personally at work.

Advancement opportunities - Many employees want to make a career in the workplace. Therefore, there must be advancement opportunities in the organization. As a manager, you should be aware of the difference between growth and advancement factors. Not all employees want to advance to a higher level in the company - they prefer growth opportunities - not advancement opportunities.

Responsibility - Employees must hold themselves accountable for their work. Managers should give them ownership of the work. They should minimize control, but maintain accountability.

Meaningfulness in work - The work itself must be meaningful, interesting and challenging for the employee to ensure that they perform and are motivated.