Herzberg's Two-Factor Theory
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Understanding Herzberg's Two-Factor Theory
Herzberg's Two-Factor Theory, also known as the Motivation-Hygiene Theory, is a theory of motivation that proposes that there are two sets of factors that influence job satisfaction: hygiene factors and motivators.
The theory (also called Herzberg's motivation-hygiene theory and dual-factor theory) is based on considerable empirical evidence: specifically on the principles that people are motivated towards what satisfies them, and away from what dissatisfies them (McKenna, 2000).
Hygiene Factors
The Hygiene Factors (also called dissatisfiers or job-context factors) which are equivalent to Maslow’s lower needs, are a type of extrinsic job conditions that, when lacking, can cause dissatisfaction among employees but, when present, do not necessarily lead to satisfaction.
The hygiene factors are the basic elements that are often associated with the work environment and company policies. Examples include:
- Working conditions: The physical environment in which people work.
- Company policy and administration: The rules and procedures employees must follow.
- Supervision: The quality of leadership and the behavior of supervisors.
- Interpersonal relationships: The nature and quality of relationships with colleagues, subordinates, and superiors.
- Salary: The amount and fairness of compensation.
Herzberg calls these conditions maintenance, hygiene, or job-context factors and argued that these factors are not directly related to the job itself rather they are associated with the conditions that surrounded doing the job. Hence these conditions are needed to maintain at least a level of no dissatisfaction. (Tietjen et al.,1998).
Similar arguments are put forward by Luthans (1998) who suggests that although the hygiene factors prevent dissatisfaction they do not lead to satisfaction because they generate motivation up to a zero level and are necessary basis to prevent dissatisfaction. Luthans (1998) adds that hygiene factors serve as a takeoff point for motivation but they cannot in themselves motivate.
The Implication of Hygiene Factors
According to Herzberg (1968), job satisfaction and job dissatisfaction are not opposites—as is the traditional belief—rather the opposite of job satisfaction Opens in new window is simply a lack of satisfaction.
Consequently, the opposite of job dissatisfaction is not satisfaction rather it is no dissatisfaction. Hence removing dissatisfying characteristics from a job does not necessarily lead to job satisfaction.
This can be illustrated by an example from the hygiene factor working conditions. If the air-conditioning breaks down on a hot summer’s day, the employees might be greatly dissatisfied since they have to work in a hot office. On the other hand, if the air-conditioning works all day as expected the employees will not be extremely satisfied by being grateful rather it is something taken for granted.
Motivators
Motivators are a type of intrinsic factors called satisfiers, which are associated with job content and to the reward that results directly from doing work well. They are believed to cause happy feelings or good attitude within the worker.
They contribute to job satisfaction and motivation when present but do not cause dissatisfaction when absent. They motivate people towards superior performance; to desire challenging tasks, growth and development.
Herzberg suggested job enrichment to provide true motivation. Job can be enriched by increasing skill variety, task identity, task significance, autonomyOpens in new window and feedback. Examples of True Motivators include:
- Achievement: The sense of accomplishment and the ability to meet personal and professional goals.
- Recognition: Acknowledgment and appreciation for one's work and contributions.
- Work itself: The nature of the job and the tasks involved.
- Responsibility: The degree of control and decision-making authority given to employees.
- Advancement: Opportunities for career growth and development.
According to Herzberg, improving these factors can lead to increased job satisfaction and motivation. The theory suggests that motivators cause happy feelings or positive job attitudes because they satisfy the individual’s needs until self-actualization is reached which is thought to be the ultimate goal as indicated by Maslow (Herzberg, 1968). Thus, the presence of motivators has the potential to create great job satisfaction and serves to motivate the individual to superior effort and performance but their absence does not cause dissatisfaction rather there will be no positive motivation (Tietjen et al., 1998).
According to Luthans (1998), the motivators are equivalent to Maslow’s higher-order needs. Thus, Herzberg’s theory implies that an individual must have a challenging job involving opportunities for advancement, recognition and responsibility in order to be truly motivated because these intrinsic factors satisfy people’s need for growth and achievement.
Herzberg's Two-Factor Theory suggests that job satisfaction and dissatisfaction are not on the same continuum; they are separate and influenced by different factors. The absence of dissatisfaction does not necessarily mean the presence of satisfaction, and vice versa. Managers need to address both hygiene and motivator factors to create a work environment that not only avoids dissatisfaction but also promotes motivation and job satisfaction.
Implications of Herzberg’s Theory for Managers
To motivate employees, managers must ensure to provide the hygiene factors and then adopt the motivating factors. Herzberg’s motivation-hygiene theory proposes that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction.
SatisfactionOpens in new window is only provided by motivators whereas dissatisfaction is the result of the non-existence or failure of hygiene factors (Locke, 1976). Therefore, if management wants to create positive motivation, great attention must be paid to the hygiene factors as well as the motivators.
The hygiene factors are needed to prevent unpleasantness at work and to prevent unfair treatment. The motivators, on the other hand, relate to what people are allowed to do at work so that these are the variables which actually motivate the worker (Mullins, 1996).
When these factors are adequate, people will not be dissatisfied; but at the same time they may not be fully satisfied. They will be in neutral state. If we want to motivate people on their jobs, it is suggested to give much importance on those job content factors such as opportunities for personal growth, recognition, responsibility, and achievement. These are the characteristics that people find intrinsically rewarding.
Again, Herzberg theory sensitizes that merely treating the employees well through the good company policies is not sufficient to them motivated. Therefore, managers should utilize the skills, abilities, and talents of the people at work through effective job designing.
In other words, the work given to employees should be challenging and exciting and offer them a sense of achievement, recognition, and growth. Unless these characteristics are present in the job, employees will not be motivated.
Criticism of Herzberg’s Theory
Herzberg theory has not gone unchallenged. Some researchers have questioned Herzberg’s research methods, which they said tended to prejudice the results. For example, the well-known tendency of people to attribute good results to their own efforts and to blame others for poor results is thought to have prejudiced Herzberg’s findings. These researchers, not assenting to his methods, have arrived at conclusions that do not support the theory.
