Table Of Contents

1. Introduction……………………………………………………………………..2
2. Herzberg's Theory Of Motivators And Hygiene Factors……………………….3
3. Hygiene Factors………………………………………………………………...3
4. Motivation Factors…………………………………………………………….4
5. Limitation of two factors theory........................................................................5
6. Implications of two factor theory……………………………………………..5
7. Conclusion……………………………………………………………………5
8. References…………………………………………………………………….6

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 INTRODUCTION
• Hrzberg investigated the behaviour of American white-collar workers. He wanted to
discover if professional workers were being motivated by a range of factors.
The main investigations were carried out using surveys and monitoring of workplace practice
and behaviour.
• Herzberg found that not all factors motivate, employees had expectations of treatment in
work, and if these expectations were absent it led to demotivation. So he argued that people’s
satisfaction and dissatisfaction are influenced by two independent sets of factors which he
named…
motivation factors and
hygiene factors.
• The two factors theory assumes that job satisfaction and job dissatisfaction are distinct from
each other, and therefore must be dealt with separately.
Motivators can motivate, but only if employers ensure that there are no de-motivating factors
in place - that is hygiene factors are satisfied.

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 HERZBERG'S THEORY OF MOTIVATORS AND HYGIENE FACTORS
Herzberg (1959) constructed a two-dimensional paradigm of factors affecting people's
attitudes about work. He concluded that such factors as company policy, supervision,
Inter-personal relations, working conditions, and salary are hygiene factors rather than
motivators. According to the theory, the absence of hygiene factors can create job
dissatisfaction, but their presence does not motivate or create satisfaction.

In contrast, he determined from the data that the motivators were elements that
enriched a person's job; he found five factors in particular that were strong determiners
of job satisfaction: achievement, recognition, the work itself, responsibility, and
advancement. These motivators (satisfiers) were associated with long-term positive
effects in job performance while the hygiene factors (dissatisfies) consistently produced
only short-term changes in job attitudes and performance, which quickly fell back to its
previous level.
Hygiene Factors
Supervisors : Hands- off and friendly
Working conditions: The working conditions should be safe, clean and hygienic. The
work equipment should be updated and well-maintained.
Working relations: The relationship of the employees with his peers, superiors and
subordinates should be appropriate and acceptable. There should be no conflict or humiliation
element present.
Pay and security: The pay or salary structure should be appropriate and reasonable. It
must be equal and competitive to those in the same industry in the same domain. The
organisation must provide job security to the employees.
company policies and administration: The company policies should not be too rigid.
They should be fair and clear. It should include flexible working hours, dress code, breaks,
vacation, etc.
Hygiene factors must be present to avoid dissatisfaction – but they do not lead to satisfaction,
or motivate

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 Dissatisfaction
Dissatisfaction------------------------------------------------No dissatisfaction
Control and close-Supervisors-Hands- off and friendly
Unsafe and uncomfortable-Working conditions- Safe and comfortable
 Management by intimidation-Working relations- Encouragement of social Activities and
friendly workplace
Low pay, fear of redundancy - Pay and security- Secure in jobs, well paid
 Clear and consistent Unclear, and arbitrary- Company policies and administration- Clear
& Consistent
Motivation Factors

Achievement Recognition Interesting and challenging work Responsibility

Promotion and growth in responsibilities Motivation Factors.
The motivators must be present if satisfaction is to be gained from work done
 Recognition: the employees should be praised and recognized for their
accomplishments by the managers
 Achievement: the employees must have a sense of achievement. This depends on the
job. There must be a fruit of some sort in the job.
 Responsibility: the employees must hold themselves responsible for the work. The
managers should give them ownership of the work. They should minimize control but
retain accountability.
 The work itself: the work itself should be meaningful, interesting and challenging for
the employee to perform and to get motivated.
 Growth and promotional opportunities: there must be growth and advancement
opportunities in an organisation to motivate the employees to perform well.
Satisfaction
Satisfaction---------------------------------------No satisfaction
Recognized and rewarded –Achievement- Ignored and unrewarded
Communication and involvement- Recognition – Passed instructions and orders
Effective task design, a job that grows -The work itself – Repetitive, undemanding
Complete tasks, empowerment – Responsibility – Hierarchical, monitoring
Training, and promotion - Advancement – Stuck in a rut and growth

Limitation of two factors theory

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The two factor theory is not free from limitations:
1. The two factors theory overlooks situational variables.
2. Herberg assumed a correlation between satisfaction and productivity. But the research
conducted by Herberg stressed upon satisfaction and ignored productivity.
3. The theory’s reliability is uncertain. Analysis has to be made by the raters. The raters
may spoil the findings by analysing same response in different manner.
4. No comprehensive measure of satisfaction was used. An employee may find his job
acceptable despite the fact that he may hate/object part of his job.
5. The two factor theory is not free from bias as it is based on the natural reaction of
employees when they are enquired the sources of satisfaction and dissatisfaction.
6. The theory ignores blue-collar workers.
Implications of two factor theory
The two factor theory implies that the 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.

Conclusion
Satisfiers describe a person's relationship with what she or he does, many related to the tasks
being performed. Dissatisfiers, on the other hand, have to do with a person' relationship to the
context or environment in which she or he performs the job.
The satisfiers relate to what a person does while the dissatisfiers relate to the situation in
which the person does what he or she does.

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REFERENCES

Bellott, F.K., & Tutor, F.D. (1990). "A Challenge to the Conventional Wisdom of
Herzberg and Maslow Theories." Paper presented at the Nineteenth Annual Meeting of
the Mid-South Educational Research Association. New Orleans, LA.
Herzberg, F., Mausner, B., & Snyderman, B.B. (1959). The Motivation to Work (2nd
ed.). New York: John Wiley & Sons.
Maslow, A. H. (1970). Motivation and Personality (2nd ed.). New York: Harper and Row.
Tutor, F. D. (1986). The Relationship between Perceived Need Deficiencies and Factors
Influencing Teacher Participation in the Tennessee Career Ladder. Doctoral
dissertation, Memphis State University, Memphis, TN.