Herzberg’s two-factor theory

Overview

One of the earliest researchers in the area of job redesign as it affected motivation was Frederick Herzberg. Herzberg and his associates began their initial work on factors affecting work motivation in the mid-1950’s. Their first effort entailed a thorough review of existing research to that date on the subject (Ramlal, 2004). The two-factor model of motivation developed by Herzberg was based on an investigation into the sources of job satisfaction and dissatisfaction of accountants and engineers who were asked what made them feel exceptionally good or exceptionally bad about their jobs (Armstrong, 2014). Hygiene needs governed basic physiological needs, and motivator needs governed social, esteem, and actualization needs (Bakker and Leiter, 2010). The theory is also known as two factor theory motivation factors and hygiene factors. The theory states that there are certain factors in the organizational environment which if present will be to motivate the employees and certain factors if available may satisfy the employees but if not there do not lead to dissatisfaction (Varma, 2017).  

“This research study used the Sequence of Events (CriticalIncidents) technique. I asked,"Describe a time, an incident, when you felt good, and a time, incident, when you felt bad." The results showed that people are made dissatisfied by bad environment, the extrinsics of the job. But they are seldom made satisfied by good environment, what I called the hygienes. They are made satisfied by the intrinsics of what they do, what I call the motivators” (Herzberg, F., 1959, p.xiii). “Motivation-hygiene theory was first applied to selection and train- ing in the College Recruitment program of AT&T during the early 1960s. During the same period Dr. Roy Hamlin and I added the motivators to activity therapy for patients of Veterans hospitals. Then I began trying to add the motivator factors to work through what I called job enrichment” (Herzberg, F., 1959, p.xiv). 

 

                                        Source: (EPM, 2018, cited in MacPherson, 2019)

Hygiene Factors 

The hygiene factors are also referred to as the maintenance factors and comprise of the physiological, safety and love needs from Maslow’s hierarchy of needs. They are factors that are not directly related to the job but the conditions that surround doing the job (Baah, 2011). Among the factors of hygiene, we have included super- vision, interpersonal relations, physical working conditions, sal- ary, company policies and administrative practices, benefits, and job security. When these factors deteriorate to a level below that which the employee considers acceptable, then job dissatisfaction ensues (Herzberg, F., 1959).  Bakker and Leiter (2010) argue ‘hygiene factors’ will help prevent demotivation and when it lacks the employees are dissatisfied. 

Motivator Factors 

According to Herzberg, the motivator factors pertain to the job content, they are intrinsic to the job itself and do not result from “carrot and stick incentives”. They comprise the physiological need for growth and recognition. The absence of these factors does not prove highly dissatisfying but when present, they build strong levels of motivation that result in good job performance. They are therefore called satisfiers or motivators. These factors include; achievement, recognition, advancement, the work itself, the possibility of personal growth and responsibility. (Baah,2011). Bakker and Leiter (2010) states that ‘motivators’ will enhance job satisfaction & positive attitude towards the employees.

Criticism

Armstrong (2014) states Herzberg’s two-factor theory in effect identiies needs but it has been attacked by, for example, Opsahl and Dunnette (1966). The research method has been criticized because no attempt was made to measure the relationship between satisfaction and performance. It has been claimed that the two-factor nature of the theory is an inevitable result of the questioning method used by the interviewers.

References:

Armstrong, M. (2014). Armstrong’s Handbook of Human Resource Management Practice, 13th Edition. Kogan Page.

Baah, K.D. (2011). Application of Frederick Herzberg’s Two-Factor theory in assessing and understanding employee motivation at work: a Ghanaian Perspective. European Journal of Business and Management, 3(9), p.2.

Bakker, A.B. and Leiter, M.P. (2010). Work engagement : a handbook of essential theory and research. Hove England ; New York: Psychology Press.

Herzberg, F. (1959). The Motivation to Work. New Brunswick: Transaction Publ.

MacPherson, A. (2019). Motivating Millennials: the journey to project success. ResearchGate.

Ramlall, S. (2004). A Review of Employee Motivation Theories and their Implications for Employee Retention within Organizations. The Journal of American Academy of Business, Cambridge, pp.55–56.

Varma, C. (2017). Importance of Employee Motivation & Job Satisfaction for Organizational Performance. International Journal of Social Science & Interdisciplinary Research, 6(2), pp.10–20.