The Motivation Theories: Herzberg's Two-Factor Theory

A need is a requirement for survival and well-being (George & Jones, 2012). With numerous studies having been carried out on the subject of motivation through the years, scholars have established that employees’ desires to satisfy certain needs are the drivers that motivate them to increase their work performance (Arnolds & Boshoff, 2002).

In 1959, Frederick Herzberg, an American psychologist who went on to become one of the most influential names in business management, published the Herzberg two-factor theory. At the time, the theory became a highly controversial and debated topic which ultimately went onto become the foundation for numerous other theories in the field of human resources development. Also known as Motivation-hygiene theory and Herzberg’s dual-factor theory, Herzberg in his best-known work establishes that motivation factors and hygiene factors are the two key elements which dictate the level of job satisfaction in employees (Stello, 2011).

On the inner workings of the two-factor theory, Sandhya & Kumar (2011) explains that Herzberg believed that certain factors called motivators should be introduced by companies which will directly motivate employees to work better. He stated that hygiene factors are the ones that dictate how interesting the work is and the amount of responsibilities, recognitions and promotions an employee is given. Motivation factors are factors that are not directly attached to the job or the work itself and include things such as pay, safe working conditions, job security, and relations with others at the workplace. Herzberg went on to say that hygiene factors are the most important motivators as they are directly linked to the job while motivation factors will only make an employee do what he or she is supposed to do and not go above and beyond the call of duty. 

On the other hand, Alshmemri et al., (2017) explains that when the two sets are compared, motivation factors are considered to be more important to job satisfaction than hygiene factors. This is due to hygiene factors being associated with the need to avoid unpleasantness and motivation factors being associated with the need for self-growth and self-actualization.

Figure 1.0: Herzberg's Two-Factor Theory

(Source: Balogh, 2015)

Hansen et al., (2002) clearly distinguishes between the two elements and explains that hygiene factors, also called dissatisfiers, only decrease job satisfaction or create job dissatisfaction as opposed to motivator factors which only increases job satisfaction. They go on to explain that job satisfaction and job dissatisfaction are not extreme ends of the same spectrum but two separate states where the opposite of job satisfaction is no job satisfaction and the opposite of job dissatisfaction is no job dissatisfaction.

Marchington & Wilkinson (2005) echoes Herzberg’s sentiment and states that employees are motivated by their own persistent needs to achieve something tangible at some demanding task and not higher wages, benefits or status symbols. They state that, according to Herzberg, the best way to motivate employees is by giving them the necessary opportunities to accomplish their tasks, rather than motivating them directly to work harder.

Similarly, Ramlall (2004) states that one of Herzberg’s leading arguments was that, for an employee to be truly motivated, a job has to be enriched to a point where the employee can experience achievement, recognition, stimulation, responsibility and advancement. Ramlall goes on to say it was Herzberg’s observation that for an employee to be motivated, he or she must feel personally responsible for the results that came from the job. In addition, the employee must also feel that the work they are doing is truly meaningful and worthwhile and this will have them working harder to achieve their own personal goals in addition to the goals of the organisation.

Sandhya & Kumar (2011) further explains Herzberg believed that by assuming a democratic management approach and by refining the content of the actual job via certain methods is the best way organisations can motivate its employees. Some of these methods include: Job Enlargement, which is being given a variety of tasks that may not be more challenging but will make the work more interesting, Job Enrichment, which basically gives employees a wider range of more complex, interesting and challenging tasks, as well as Job Empowerment where more power is given to employees to make their own career decisions.

References

• Alshmemri, M., Shahwan-Akl, L. & Maude, P. (2017). Herzberg’s two-factor theory. Life Science Journal, 14(5), pp.12-6.

• Balogh, Laszlo. (2015). Sport - Culture - Sports Culture.

• George, J. M. & Jones, G. R., (2012). Understanding and managing organizational behavior, 6^th ed. New Jersey: Prentice Hall. p.161.

• Hansen, F., Smith, M. & Hansen, R.B. (2002). Rewards and recognition in employee motivation. Compensation & Benefits Review, 34(5), p.66.

• Marchington, M., & Wilkinson, A. (2005). Human resource management at work: people management and development. Springer Company, Inc.

• Ramlall, S. (2004). A Review of Employee Motivation Theories and Their Implications for Employee Retention within Organizations. Journal of American Academy of Business: 52-63.

•  Sandhya, K. & Kumar, D.P. (2011). Employee retention by motivation. Indian Journal of science and technology, 4(12), pp.1778-82.

•  Stello, C.M., (2011). Herzberg’s two-factor theory of job satisfaction: An integrative literature review. In Unpublished paper presented at the 2011 student research conference: Exploring opportunities in research, policy, and practice, University of Minnesota Department of Organizational Leadership, Policy and Development, Minneapolis, MN.