Employee Motivation - Herzberg's Theory

Frederick Herzberg’s Theory of Motivation is commonly based upon two important factors of motivation such as Hygiene Factors and Motivation Factors. Hence, Herzberg’s theory evolved in 1950s, is otherwise called Two Factor Theory of Motivation. It brings considerable modification in Maslow’s need hierarchy.

The Foreground of Two Factor Theory of Herzberg

Herzberg undertook an interview with about two-hundred engineers and accountants representing a cross section of Pittsberg Industry to discover important factors that motivate them the most. He enquired them of such events at work place which had either increased or reduced their job satisfaction.

Upon the basis of the extensive interview Herzberg found two set of factors that motivate employees. The first set called ‘satisfiers’ are motivators or growth factors and the second set called ‘dissatisfiers’ are related to hygiene or maintenance factors.

Hygiene Factors

Hygiene factors are related to aspects of external environment an employee or employees interact with. The hygiene factors listed above shows man’s relationship to the context or environment in which he does his job. These factors are, therefore, related to the immediate surrounding or peripheral aspects of the job, thus, extrinsic to the job.

Hygiene factors don’t necessarily motivate employees in an organization to a better performance; yet these factors cause dissatisfaction with their absence while their presence doesn’t bring satisfaction. Hence, these factors are named by Herzberg as ‘dissatisfiers’. They breed dissatisfaction with their absence while their presence does not bring satisfaction.

Hygiene factors are preventive rather curative. For instance, lack of interpersonal relationship among the employees causes dissatisfaction among the employees but good interpersonal relationship among them slightly motivate them to better performance and effort.

Motivational Factors

Herzberg’s second group of factors is a set of real motivators or job content factors. Herzberg found these factors to be real motivators because they have the potential of yielding a sense of contentment or satisfaction. Motivating factors are related to the nature of work and are thus intrinsic to the job itself. They are quite helpful in motivating the employees to higher or superior performance and effort.

Existence of motivators like recognition of jobs and prospects for growth in job prove highly motivating for the employees. Lack of these motivators doesn’t cause dissatisfaction while their presence brings satisfaction.

In essence, the factors that ascertain how an employee feels about his job are motivational factors, the variables that influence how an employee feels about his organization is environmental or hygiene factors. Adequate presence of hygienic factors is essential for attracting employees to an organization.

Based upon these factors, Herzberg concluded that people feel motivated if the job is promising and challenging; if there is a prospect of growth exists in it; if they have responsibility and authority to use their mite and discretion in the job. To this effect, Herzberg suggested job enrichment instead of job enlargement as a viable strategy for motivation.

Herzberg’s focus on the significance of job content is a substantial contribution to employees’ motivation. However, Herzberg’s Two Factor Theory has been criticized for its original research evidence was confined only to 200 workers and he did not establish any cause and effect relationship between satisfaction and performance.