In Frederick Herzberg’s Two-Factor Theory, the distinction between what he called movement and what he understood to be motivation is crucial to understanding what truly drives employee satisfaction and performance.
Herzberg emphasizes that movement and motivation are not opposites, but distinct categories. Just because someone is moving (completing tasks) does not mean they are motivated (enjoying it).
What is movement?
Movement occurs when people do something because they need to, perhaps because it is part of their job, so they feel obliged to do. Movement is an extrinsic incentive. It refers to actions taken out of necessity or obligation, not out of genuine interest or desire.
Movement can be achieved through external pressures like Kicks In The Ass (KITA). There might be negative KITA (threats) or positive KITA (rewards. Examples include completing tasks due to deadlines, responding to threats of punishment, working for extrinsic rewards like money or praise.
While movement gets things done, it does not lead to sustained satisfaction or lasting performance.
What is motivation?
Motivation happens when people do something because they want to. Motivation is based on intrinsic reasons. It refers to actions taken out of intrinsic desire and enjoyment, fueled by a sense of purpose, growth and achievement.
Motivation comes from satisfying factors, also known as motivators: achievement, recognition, responsibility, advancement and the work itself. Examples include tackling challenging projects, learning new skills, contributing to a meaningful cause.
When motivated, employees experience job satisfaction, increased productivity and lower turnover.
Understanding this distinction can help leaders create a work environment that not only gets things done but also fosters employee satisfaction, engagement and high performance.
