Herzberg’s Two-Factor Theory

Motivating followers to work toward the needs and goals of the business is always a challenge for leaders. To make this happen, senior managers must build the platform for follower motivation, which includes removing obstacles that deter followers from putting forth their best effort.

Leader practitioners are attracted to Herzberg’s Two-Factor Theory or the Motivator-Hygiene Theory¹ for this purpose. As described in earlier publications, reaching business goals through others is essential and can be best achieved if worker satisfaction levels are optimal. This is because satisfaction is positively related to other behaviors such as organizational citizenship behavior and productivity.²

The Two-Factor motivational model identifies satisfaction and dissatisfaction as significant variables and positions each on different dimensions, signaling that the concepts should not be thought of as polar opposites.¹ One dimension of the model is labeled Hygiene Factors and a second as Motivators. Hygiene factors are thought to cause dissatisfaction and motivators are thought to cause satisfaction,¹ and each are associated with distinct components. The diagram below exhibits how each resides on a different continuum. The reason for this separation, according to the model, is that what makes a worker satisfied is not the same thing as what can make the same worker dissatisfied.¹

 

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Workers generally expect the organization to fulfill the hygiene factors. Hygiene variables include pay, coworkers, supervisors, health benefits, comfortable work environment (or at least not hostile), cleanliness, and suitable organizational policies. If these basic fundamentals are not present, it can negatively impact the worker, leading to feelings of dissatisfaction; when a worker is dissatisfied, his or her energy may be directed toward finding other work or complaining (workplace deviance).¹ On the other hand, if the organization provides these basics, then the model suggests he or she can reach a not dissatisfied attitude; progress toward satisfaction does not happen on this plane. 

On the other hand, if the hygiene variables are addressed, the factors associated with motivators can lead to satisfaction. Motivators are defined as intrinsic issues such as interesting work, autonomy, independence, empowerment, recognition, fascinating challenges that can utilize a person’s abilities, growth, and the attainment of goals.¹ If these variables are addressed to the worker’s liking, it can lead to satisfaction.

Stated another way, motivation is increased by addressing the hygiene factors and simultaneously optimizing the use of motivating factors. 

The model is popular with practitioners, although scientific evidence is not supportive.³ Nevertheless, it is helpful because it alerts the leader to variables that can distract and hinder a worker's willingness to reach beyond the minimum job requirements. In addition, it provides clues about how to increase motivation using intrinsic rewards (e.g. non-monetary recognition). Finally, it has led to a better understanding of extrinsic rewards (e.g. pay) and its limits as a motivational tool (e.g. increasing pay is more effective for certain types of work).

Therefore, the message to leaders is straightforward. Senior leaders have an obligation to increase worker achievement in order to meet the goals of the business. This should begin with the recognition that certain things are bothersome to workers and likely to restrain motivation. For example, if an employee learns that he is earning 50% lower pay for his job than he would receive from other employers for the same work, it is not hard to imagine how this could influence a worker's behavior.

Therefore, the senior leaders are guided to neutralize any motivational hindrances (i.e. like the so-called hygiene factors) to prevent problematic results. In parallel, leaders can focus on intrinsic motivators as a means to help workers attain job satisfaction. Leaders need not be in control of all the levers to be effective. For example, if a leader cannot change a worker's job characteristics, he or she can offer recognition.

Models of motivation can offer useful ideas on how to improve the human variables that leaders care about (e.g. satisfaction). When an increase in satisfaction occurs, a range of other positive benefits transpire and, ultimately, the goals of the business are more likely to be achieved (e.g. profits, mission), etc. Herzberg’s model resonates with leaders and workers because it offers a path to first remove barriers of motivation and then strategies for increasing worker satisfaction.

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References

¹ Hughes, R.L., Ginnett, R.C., & Curphy, G.J. (2009). Leadership: Enhancing the Lessons of Experience (6th ed.). New York, NY: McGraw Hill Irwin.

² Robbins, S., & Judge, T. (2011). Organizational Behavior (14th ed.). Upper Saddle River, NJ: Pearson Education.

³ Porter, L.W., Bigley, G.A., & Steers, R.M. (2003). Motivation and Work Behavior (7th ed.). Boston: McGraw-Hill Irwin.

⁴ Image from this location: http://www.managementstudyguide.com/images/herzberg-theory-motivation.gif. Retrieved 2-15-2013.