Frederick Herzberg

Motivation-Hygiene Theory
Two- Factor Theory
ADEEL AHMED KHAN
Bachelors of Sciences in Business
Administration 8
th
Semester
What Do People Want From the Job?

Do they just Want a Higher Salary?

Or do they want security, good
relationships with co-workers,
opportunities for growth and advancement,
or something else altogether?

Frederick Herzberg
(18 April 1923 19 January 2000)
Father of job enrichment principle

WWII Nazi Dachau Concentration Camp witness, Germany
1946 Graduate, City College
1950 Ph.D., University of Pittsburgh
1951 Research Director, Psychological Services of Pittsburgh
1957 Professor of Psychology, Case Western Reserve University,
Cleveland
1972 Professor of Management, University of Utah

3
1959 book release:
The Motivation to Work
Focuses on a particular motivation theory
which based his future publications.
1968 publication on motivation:
One More Time,
How Do You Motivate Employees?
1.2 million reprints in 1987
Most requested article from Harvard Business Review

Two unique sets of results
Interview
The Motivation to Work 1959
Motivation study
Accountants Engineers
Pittsburgh
One question:

Think of the time
when you felt exceptionally
good, or exceptionally bad
about your job; either your
present job or any other
job you have had...
Tell me what happened.


I like my job!
Achievement
Recognition
Nature of work
Responsibility and advancement
I dont like my job!
Company policy
Bad administration
Incompetent supervisor
Poor working condition
Two-factor motivation
Motivators
Job content

The absence of these conditions
doesn't necessarily dissatisfy. But
when present, they build strong levels
of motivation that result in good job
performance.
Hygiene factors
Job context

The presence of these conditions to the
satisfaction of the employee doesn't
necessarily motivate, but their
absence results in dissatisfaction.
Hygiene factors are merely a launch pad - when damaged or undermined
we have no platform, but in themselves they do not motivate.
The contrast is true for motivators.
P
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I
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How to implement Hygiene-Motivator?
Motivators
Hygiene factors
P
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I
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Give more recognition or
rewards for good performance
Offer opportunity to obtain
more experience and
knowledge
Give a sense of reliance for the
employees performance
Give room for improvisation
Improve safety standards at
work
Offer flexibility in working
hours and location
Improve working environment
(better air conditioning, water
dispenser, clean toilet)
Provide security via health
benefits, etc.
Factors for Satisfaction and
Dissatisfaction
Findings revealed certain characteristics of a job are
consistently related to job satisfaction while different
factors are associated with dissatisfaction.
Factors for Satisfaction Factors for Dissatisfaction
Achievement Company Policies
Recognition Supervision
The work itself Relationships with supervisor
& peers
Responsibility Work conditions
Advancement Salary
Growth Status
Security
Implementation at different professions
LOW hygiene, HIGH motivator
Coping with working condition for a purpose

Artistic workers
Non-profit organization workers
Volunteer workers
Management trainee
HIGH hygiene, HIGH motivator
Intense, high-risk high-reward positions

Cutting edge research & development in hi-
tech companies
Marketing in highly rewarding companies
Consultants
LOW hygiene, LOW motivator
Entry level or relatively undesirable jobs

Prison guards
Garbage man
China Foxconn laborers that produce iPhone 5
HIGH hygiene, LOW motivator
Focus on getting paycheck, not needing challenge

Internal accountants
Factory workers
Security guards
Tellers and cashiers
State-owned employees

L
O
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H
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H

LOW HIGH
M
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Hygiene factors

The opposite of Satisfaction is No Satisfaction.
(Motivators)
The opposite of Dissatisfaction is No Dissatisfaction.
(Hygiene Factors)
If you set about eliminating dissatisfying job factors you
may create peace, but not necessarily enhance
performance.
Remedying the causes of dissatisfaction will not create
satisfaction. Nor will adding the factors of job
satisfaction eliminate job dissatisfaction. If you have a
hostile work environment, giving someone a promotion
will not make him or her satisfied. If you create a healthy
work environment but do not provide members of your
team with any of the satisfaction factors, the work they're
doing will still not be satisfying.
Application (Two Step Process) Step 1
Step One: Eliminate Job Dissatisfaction
Fix poor and obstructive company policies.
Provide effective, supportive and non-intrusive supervision.
Create and support a culture of respect and dignity for all team
members.
Ensure that wages are competitive.
Build job status by providing meaningful work for all positions.
Provide job security.
All of these actions help you eliminate job dissatisfaction
in your organization. And there's no point trying to
motivate people until these issues are out of the way!

Application (2 Step Process)


You can't stop there, though. Remember, just because
someone is not dissatisfied, it doesn't mean he or she is
satisfied either! Now you have to turn your attention to
building job satisfaction.


Application (Two Step Process) Step 2
Step Two: Create Conditions for Job Satisfaction
To create satisfaction, Herzberg says you need to address
the motivating factors associated with work. He called
this "job enrichment". His premise was that every job
should be examined to determine how it could be made
better and more satisfying to the person doing the work.
Application (Step 2)
Things to consider include:
Providing opportunities for achievement.
Recognizing workers' contributions.
Creating work that is rewarding and that matches the skills and
abilities of the worker.
Giving as much responsibility to each team member as possible.
Providing opportunities to advance in the company through
internal promotions.
Offering training and development opportunities, so that people
can pursue the positions they want within the company.

Strengths and weaknesses
Provides quick list of
ready-to-use
elements. Also allows
prioritization of
hygiene / motivators.
Highly customizable
depending on
industry, job
position, country,
etc.
Distinguishes
motivators and
demotivators.
In different
environments, it can
be difficult to
identify an element
as hygiene factor /
motivator.
Small sample for
survey, i.e. 200
professionals, white
male. Also uses
questionable critical
incident technique
Tends to generalize
and disregard
individual characters,
e.g. Policies. Thus the
weakness against
diverse environment.
Strengths Weaknesses
Too general
Questionable
survey
Ambiguity of
elements
Simple
Flexible
Two-factors
Discussion
What are the implications of
Herzbergs Two Factor Theory for
Management?