Herzberg Theory

(Two-factor theory)
Herzberg’s two factor theory: Summary
• Herzberg said that satisfaction and dissatisfaction are not opposite – the
opposite of satisfaction is the absence of satisfaction (i.e. you are either
satisfied or you’re not)
• The factors that lead to job satisfaction/motivation are different from the
factors that lead to job satisfaction.

Hygiene/ Maintenance Absence → Dissatisfaction Work conditions, job security,

Factors/ influences that salary, relationship with colleagues,
surround the job Presence → No leadership quality,
/Extrinsic (job content) Dissatisfaction

Motivators/Motivating Absent → No Satisfaction Achievement. career advancements,

Factors/ Intrinsic to job responsibility, work itself, personal
itself (job context) Present → Satisfaction/ growth possibility
Motivate
 Herzberg’s two factor theory
• Motivators/Satisfiers
• Motivate and satisfy workers in the job context
(intrinsic)
• Are associated with higher order needs
Neutral State
• Hygiene Factors (Dissatisfiers)
• Can only prevent dissatisfaction with job content
(extrinsic)
• Are associated with lower order needs
• Create dissatisfaction if absent in the workplace
Hygiene factors & motivation factors
Case Study Analysis: Traditional vs Herzberg’s View

TRADITIONAL VIEW
Both are opposite to
Dissatisfaction …………………………………………….Satisfaction
each other!

HERZBERG’S VIEW
Both are not opposite
to each other, so no
Dissatisfaction …………………………………………….Satisfaction
correlation exists
between both!
 Combinations of two factors
• Herzberg proposed that employees
job satisfaction depends on factors
that fall into two categories:
Satisfiers (also called motivators)
and Dissatisfiers (also called
hygiene factors).
• The two factors come with four (4)
different combinations of
satisfaction and non-satisfaction at
work.
 Hygiene Motivation Combinations (1)
• In the two factor theory, both motivators and
hygiene exist independently of one another.
• In other words, a job can have motivators that
contribute to satisfaction, but also hygiene
factors that increase dissatisfaction if they are
absent. This, in turn, creates several different
situations in the workplace.
• Depending on the working conditions at a
company, employees can experience several
combinations of these two factors. See next
slide for explanation.
 To apply the theory @workplace, manager need to
adopt a two-stage process to motivate employees
Firstly, manager need to eliminate the dissatisfaction they're experiencing and, secondly, you need to help
them find satisfaction.
Step One: Eliminate Job Dissatisfaction
Herzberg called the causes of dissatisfaction "hygiene factors."
To get rid of them, manager need to:
• 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!
Manager can't stop there, though. Remember, just because
someone is not dissatisfied, it doesn't mean he or she is satisfied
either! Now manager have to turn your attention to building job
satisfaction.
Step Two: Create Conditions for Job Satisfaction
To create satisfaction, Herzberg says manager 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. Things to
consider include:
• Providing opportunities for achievement.
• Recognizing people's contributions.
• Creating work that is rewarding and that matches
people's skills and abilities.
• 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.
 Implications of Herzberg's theory
• A lack of motivators leads to over-concentration on hygiene factors, which are those negative factors
which can be seen and therefore form the basis of complaint and concern.
• Hygiene factors lead to dissatisfaction with a job because of the need to avoid unpleasantness.
• Understanding Herzberg’s theory recognizes the intrinsic satisfaction that can be obtained from the
work itself. It draws attention to job design and makes managers aware that problems of motivation
may not necessarily be directly associated with the work. Problems can often be external to the job.
• Managers must stress upon guaranteeing the adequacy of the hygiene factors to avoid employee
dissatisfaction. Also, the managers must make sure that the work is stimulating and rewarding so that
the employees are motivated to work and perform harder and better.
• This theory emphasize upon job-enrichment so as to motivate the employees. The job must utilize the
employee’s skills and competencies to the maximum. Focusing on the motivational factors can
improve work-quality.
• Herzberg’s theory has made a significant and valuable contribution to employers’ attitudes on how to
motivate their workforces. The basic tenets of the motivation-hygiene theory provide insight into
areas managers can influence in order to increase the satisfaction.
 Conclusion
• Understanding what motivates people in all walks of life is basic to all who aspire to management.
• Herzberg is noted for – among other things – his ideas on job enrichment, enlargement and rotation.
However, his ideas on motivation in the hygiene-motivation theory are particularly useful to our
understanding of what motivates people.
• This is particularly relevant as the original research was undertaken not in the factory, but in the
offices of engineers and accountants.
• Herzberg’s motivation theory attempt to explain the factors that motivate individuals through
identifying and satisfying their individual needs, desires and the aims pursued to satisfy these desires.
• Remove the demotivating factors – Herzberg termed these as Hygiene factors. By doing this, maanger
begin to make people neutral. In other words, manager are removing the dissatisfying factors and
bringing people over to the not-dissatisfied state.
• Improve / augment the satisfying factors – Once the employees are in a neutral state, manager must
then look to add the areas of satisfaction to improve motivation and happiness. Such things around
achievement, recognition, work role, responsibility, advancement, and growth all have a part to play
in effectively beginning to satisfy individuals.
Thanks !