This short statement can be a meaningful summary of what Herzberg’s Motivators and Hygiene Factors is all about when it comes to motivation.
Despite carrying out the research on just 200 qualified workers, Herzberg’s two-factor theory (hygiene factors & motivators) had the greatest impact on motivation theories since Taylor’s work 60 years earlier. ‘If you want people motivated to do a good job, give them a good job to do’ as Herzberg put it.
Introduction to Herzberg’s Motivators and Hygiene Factors
Frederick Herzberg wanted to find out about the factors that motivate people at work, so he investigated alle the factors that caused satisfaction and dissatisfaction in the workplace.
Unlike many who believed that people are only motivated by financial rewards, he assumed that that workers are motivated by being responsible for their work and recognized for achievements, as the work itself can be rewarding.
In his research which was based on interviews and questionnaires with skilled employees such as engineers and accountants, Herzberg focused on psychological and sociological aspects of work. His intention was to discover factors that led workers to have very negative and very positive feelings about their jobs.
Herzberg’s findings resulted in two different categories of factors that affect the level of motivation of employees in a business organization:
A. HYGIENE FACTORS. They are physical aspects about job context (extrinsic factors) – causes of dissatisfaction. They are the factors that meet people’s basic needs. These factors prevent dissatisfaction, e.g. paying less than average wages, offering no job security and having poor working conditions will negatively affect employees. Hygiene factors must be present at a level which is acceptable to workers and not fall below that level of acceptance, e.g. employer contributions to a worker’s pension fund does not motivate to work harder. Even if they were in place, they would not, by themselves, motivate workforce as they become an expectation and are taken for granted, e.g. a pay rise does not in itself motivate as workers can come to expect further pay rises in the future. Job dissatisfaction results from:
- Working conditions. Work environment includes elements like workplace cleanliness, safety, and available facilities such as restrooms, refreshments and break areas.
- Relationships with others. Social interactions consider the importance of positive relationships with colleagues, the need for belonging and camaraderie, and respectful treatment from managers.
- Salary and wages. While compensation is not the sole motivator for excellence, adequate pay is essential to attract and retain workers.
- Supervision. This factor encompasses the leadership style and the level of supervision employees experience.
- Company policy and administration. Organizational structure refers to the company’s policies, procedures, and regulations that shape the way employees work and interact with each other.
While improving hygiene factors will lower job dissatisfaction, but it will not increase motivation because hygiene factors do not motivate. Motivators do motivate instead.
B. MOTIVATORS. They are psychological aspects about job content (intrinsic factors) – causes of satisfaction. They are the factors that can lead to positive job satisfaction. These factors can help to improve the nature and content of a job leading to the psychological growth of workers. This increase worker satisfaction and performance at work.
Job satisfaction results from:
- The work itself. Meaningful work with engaging tasks full on variety, challenge and purpose can significantly influence motivation. Herzberg proposed job enrichment as a strategy to achieve this, potentially by increasing task complexity, autonomy, or responsibility.
- Responsibility. Empowerment such as granting workers greater control over their tasks, like allowing them to make decisions related to their work, demonstrates trust in their abilities and values their contributions.
- Achievement. Sense of accomplishment is the ability to successfully achieve challenging goals fosters motivation and a sense of self-worth.
- Recognition. Appreciation means acknowledging accomplishments, whether by managers, colleagues, or other individuals. It reinforces positive behavior and motivates continued effort.
- Advancement. Growth opportunities provide avenues for career advancement, such as promotions or opportunities for learning and development. They fuel motivation and foster a sense of long-term investment in the company.
Here is what the process of hygiene factors and motivators looks like when it impacts on worker satisfaction:
Workers are dissatisfied and demotivated -> Hygiene factors are offered -> Workers are not dissatisfied, but are not motivated -> Motivators are offered -> Workers are satisfied and motivated.
Herzberg considered achievement, recognition and advancement to be the most significant in motivating employees. He believed that businesses should train their employees to perform tasks that they had not been capable of carrying out when they were recruited. So, he suggested to develop workers through three key areas:
- Job enlargement (increased variety). This strategy broadens the range of tasks assigned to an individual, aiming to make the work less monotonous. However, it may not necessarily enhance the level of challenge.
- Job empowerment (increased decision-making). By delegating decision-making authority within their areas of work, employees gain a sense of ownership and control, potentially boosting their morale and engagement.
- Job enrichment (increased complexity and challenge). This approach seeks to provide individuals with more intricate and demanding tasks that utilize their full potential and offer opportunities for growth and accomplishment. There are three main features of job enrichment making motivators available for all workers to benefit from:
- Complete units of work: Shifting from fragmented tasks to complete and meaningful units, potentially involving teams, allows workers to understand their contribution to the bigger picture and experience a sense of accomplishment.
- Performance feedback: Regular and constructive feedback acknowledges good performance and motivates continuous improvement.
- Task variety: Assigning a range of tasks, including some that initially stretch individual capabilities, can offer challenges and opportunities for learning and development, aligning with Maslow’s theory of self-actualization.
NOTE: In the production of goods, complete units of work can encompass entire sub-assemblies, as seen in a car plant where a complete engine might be assembled as a single unit. In service provision, complete units of work can involve cross-functional teams, like a hotel's conference team comprising waiters, chefs, and IT/video technicians, working together to provide all necessary conference facilities, rather than many individuals performing isolated, mundane tasks. This distinction highlights the shift from fragmented, repetitive work to integrated, holistic units that require diverse skills and collaboration.
Relevance of Herzberg’s motivation theory to modern industry
Herzberg’s work on motivation has had a significant impact on business organizations particularly in the context of teamworking, self-responsibility and communication.
Adapting to changing dynamics. The theory resonates with the growing emphasis on teamwork, collaborative work, individual ownership and open communication that characterize many modern workplaces. Herzberg’s framework helps managers understand how to address the motivational needs of employees working in teams, taking greater responsibility, and engaging in two-way communication. Workers tend to be made much more responsible for the quality of their own work.
Shifting focus from motivation to demotivation. By acknowledging the existence of hygiene factors, Herzberg challenged the traditional focus on solely identifying what motivates employees. He proposed that managers might be more effective in ensuring basic needs, such as adequate pay and a safe working environment, are met to prevent demotivation before considering motivational factors.
Beyond extrinsic rewards. The theory highlights the limitations of relying solely on extrinsic rewards, like increased pay, as drivers of long-term motivation. Herzberg emphasizes the importance of intrinsic factors like challenging tasks, meaningful work, and opportunities for growth and recognition. This aligns with the increasing focus on fostering employee engagement and intrinsic motivation in modern organizations.
Criticism of Herzberg’s approach to motivation
It does not apply to many occupations, especially those in low-skilled and low-paid jobs. In his research Herzberg used professional workers and skilled engineers so the findings might not be representative of other workers. Therefore, the theory does not comprehensively explore the influence of the broader organizational context, including industry, corporate culture, and individual career aspirations, on motivation.
Individuals are unique and therefore what motivates one worker may not motivate others. The theory does not fully account for individual differences in what motivates employees. Different people may respond differently to the same factors.
The clear-cut division between hygiene and motivational factors might not always be accurate, as some factors can have overlapping effects. Also, people’s moods and priorities affect their level of motivation, so what motivates someone today does not necessarily motivate the same person tomorrow. Some employees may not want enriched jobs as this involves extra responsibility and stress.
