Herzberg's Two-Factor Theory of Motivation
Last Updated : 06 Jul, 2024
Herzberg's theory of motivation was coined by Fredrick Herzberg. The experiment through which this theory was derived was conducted by Herzberg and his associates. The interview was conducted among 200 engineers and accountants placed in the U.S.A. The main goal to conduct the experiment was to determine which factors people believe to be necessary for achieving desirable goals and, inversely necessary for avoiding undesirable conditions.
This theory is famously also known as the Motivation-Hygiene theory or two-factor theory. The motivational factor relates to the factors of growth, and the hygiene factor relates to the factors of survival or maintenance. Herzberg found out that some factors are likely to be constantly correlated with work satisfaction, and on the other hand, some factors are likely to be constantly correlated with job dissatisfaction. Factors related to job satisfaction are motivational factors and are intrinsic in nature, and factors related to job dissatisfaction are hygiene factors and are extrinsic in nature. Following is the description of both of the factors:
1. Hygiene Factors
People are not motivated by hygiene or maintenance factors; rather they help to avoid dissatisfaction and sustain the status quo. These factors are incapable of generating positive outcomes but surely restrain negative results to happen. If these factors are absent in the organization, then it can give rise to dissatisfaction and sustain a zero level of motivation. The term hygiene comes from science and medicine, which means taking precautions to preserve employees' well-being rather than certainly, improving it.
Following are some examples of hygiene factors:
- Interpersonal relationships with employers
- Interpersonal relationships with employees
- Interpersonal relationships with subordinates
- Organizational policies and structure
- Salary
- Work condition
- Personal experiences of individual
- Job role and security
- Personal life
Hygiene factors protect the performance and productivity of employees but do not stimulate growth in them. As a result, these are also known as 'dissatisfiers'. These factors are derived from the external environment and conditions, so belong to the category of external factors.
2. Motivational Factors
Motivational factors do have a favourable impact on work satisfaction and frequently lead to a rise in overall output. Therefore, these factors result in a favourable effect on effectiveness, production, satisfaction and motivation. Depending on the study, Herzberg claimed that managers have given hygiene factors much concern, but they haven't been successful in getting the required behaviour from their workers. So, when it comes to motivating employees, the focus is more on motivational factors. Following are some examples of motivational factors:
Any improvement in motivational factors will increase satisfaction levels, so these factors are capable of motivating the employees. Also, motivational factors can actually help to improve the quality of work. As a result, these are called 'motivators'. These factors are not necessarily derived from the external environment, like hygiene factors but are intrinsic factors, i.e., driven by the internal environment.
Herzberg also claimed that the motivational factors of today will become the hygiene factors of tomorrow. The reason is that as soon as a need is met, it no longer affects behaviour. Also, because the motivation of an individual is also affected by an individual's personal attributes, so what is hygiene for one individual can be another person's motivation.
Also, the point to be observed is that the presence of hygiene factors does not satisfy the employees but the 'absence of hygiene factors definitely causes dissatisfaction' among employees. And the absence of motivational factors does not cause any motivation among employees, but the 'presence of motivational factors presence ensures motivation and satisfaction'.
Critical Evaluation
Herzberg's theory is considered valuable because it sheds light on the problem of motivation by highlighting factors in the workplace which go more often unnoticed. Thus, Herzberg's theory has provided managers with the answers to their questions about why their policies didn't effectively motivate their workforce. But Herzberg's theory has also faced some opposition. The following are some of the reasons for its criticism:
- Not Conclusive: It is based on a sample of 200 accountants and engineers only. This theory, according to its opponents, is not clear because professionals or executive employees might value accountability and demanding work. But in a broader sense, pay and other perks are what drive employees. The impact of motivational and hygiene factors may completely be the opposite for different individuals.
- Greater emphasis on Job Enrichment: This theory has placed an excessive strain on job enrichment while completely ignoring employees' job satisfaction. He didn't give much value to factors like salary, prestige, position or relations, which are typically regarded as powerful motivators.
- Methodology is flawed: This theory has also drawn criticism for gathering the data and method of research. Interviewers were requested to share either exceptionally positive or negative work experiences. Such information or inputs will always be personalized and partial, so this approach is considered to be flawed.
- Ignores Situational Variables: The distinction between the maintenance factor and the motivating factor is not fixed. A maintenance factor for a worker in the U.S.A. may be a motivator for an Indian worker.
Considering all of these factors, it can be said that Herzberg's theory has been extensively studied and that there are not many people who are unknown with the suggestive measures of this theory. The managers can use these useful suggestions to structure their tasks in a way that incorporates the factors that make people happy.
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