Two-Factor Theory of Motivation (PDF)

Ilocos Sur Polytechnic State College Tagudin Campus **Group 5** **Members:** La Peña, Kennedy N. Alnajes, Yurim Joseph Ribad, Jaydette M. Gadia, Rhea Jane Pande, Angelyn Fajardo, Franzel Coloma, Lyka **Topic:** Two -Factor Theory of Motivation By: Herzberg's **HER...

Ilocos Sur Polytechnic State College Tagudin Campus **Group 5** **Members:** La Peña, Kennedy N. Alnajes, Yurim Joseph Ribad, Jaydette M. Gadia, Rhea Jane Pande, Angelyn Fajardo, Franzel Coloma, Lyka **Topic:** Two -Factor Theory of Motivation By: Herzberg's **HERZBERG'S TWO-FACTOR THEORY OF MOTIVATION** (By: [Charlotte Nickerson](https://www.simplypsychology.org/author/charlottenickerson) \| Updated on September 28, 2023) ***On This Page:*** I. [Definition](https://www.simplypsychology.org/herzbergs-two-factor-theory.html?fbclid=IwZXh0bgNhZW0CMTEAAR0Q9DgepXaplsW-dhvDUIQRAfdY62kgwhQUdYhfVPcswObPnHWhGksTpNE_aem_b81bc-BouMbzVBl1wuBNHQ#What-Is-Two-Factor-Theory) II. Herzberg's Approach III. Motivation Factors IV. Herzberg's Hygiene Factors V. Examples VI. Critical Evaluation ***Key Takeaways*** 1. The two-factor theory (also known as Herzberg's motivation-hygiene theory) argues that job satisfaction and dissatisfaction exist in two different ways, each with its own set of factors. 2. This contradicts the traditional view of job satisfaction, which posits that job satisfaction and dissatisfaction are interdependent. 3. Herzberg and his collaborators investigated fourteen factors relating to job satisfaction in their original study, classifying them as either hygienic or motivational factors. Motivation factors increase job satisfaction, while hygiene factors prevent job dissatisfaction. 4. Although largely replaced by newer theories of motivation in academia, the two-factor motivation theory continues to influence popular management theory and the methodology of studies in some areas of the world. I. ***Definition*** ***What Is Two-Factor Theory?*** The two-factor motivation theory, otherwise known as Herzberg's motivation-hygiene theory or dual-factor theory, argues that there are separate sets of mutually exclusive factors in the workplace that either cause job satisfaction or dissatisfaction (Herzberg, 1966; 1982; 1991; Herzberg, Mausner, & Snyderman, 1959). Generally, these factors encourage job satisfaction and relate to self-growth and self-actualization. The two-factor motivation theory has become one of the most commonly used theoretical frameworks in job satisfaction research (Dion, 2006). To Herzberg, motivators ensured job satisfaction, while a lack of hygiene factors spawned job dissatisfaction. To Herzberg, motivators ensured job satisfaction, while a lack of hygiene factors spawned job dissatisfaction. 2d56b44b-3a9a-4c93-8587-c854e25276f9 The major mid-twentieth century researchers in motivation --- Maslow (1954), Herzberg, Vroom (1964), Alderfer (1972), McCalland (1961), and Locke et al. (1981) --- devised research which Basset-Jones and Lloyd argue can be divided into content and process theories of motivation. Content theories, such as Herzberg et al. (1959), assume a complex interaction between internal and external factors and explore how people respond to different internal and external stimuli. Meanwhile, process theories, such as that of Vroom (1964), consider how factors internal to the person lead to different behaviors. II. ***Herzberg's Approach*** Frederick Herzberg and his two collaborators, Mausner and Snyderman, developed the motivation-hygiene theory in their book Motivation to Work. Influenced by [Maslow's hierarchy of needs](https://www.simplypsychology.org/maslow.html) (Jones, 2011), Herzberg concluded that satisfaction and dissatisfaction could not be measured reliably on the same continuum and conducted a series of studies where he attempted to determine what factors in work environments cause satisfaction or dissatisfaction. Herzberg and his colleagues explored the impact of fourteen factors on job satisfaction and dissatisfaction in terms of their frequency and duration of impact (Bassett-Jones and Lloyd, 2005). In the first of these studies, Heizberg asked 13 laborers, clerical workers, foremen, plant engineers, and accountants to describe, in detail, situations where they felt exceptionally good or bad about their jobs (Robbins and Judge, 2013). Generally, respondents, when describing situations where they felt good about their jobs, cited factors intrinsic to their work, while those describing situations where they felt bad about their jobs cited [extrinsic factors](https://www.simplypsychology.org/differences-between-extrinsic-and-intrinsic-motivation.html). Herzberg (1959) considers two factors that can add to or detract from job satisfaction: hygiene and motivation. While hygiene factors are related to "the need to avoid unpleasantness," motivation factors more directly lead to job satisfaction because of "the need of the individual for self-growth and self-actualization." The traditional view of job satisfaction entails that job satisfaction and job dissatisfaction exist on the same continuum; employees who lack reasons to be satisfied with their jobs must be dissatisfied (Robbins and Judge, 2013). However, hygiene and motivational factors are distinct. To Herzberg, the opposite of job satisfaction was not job dissatisfaction but no job satisfaction. Conversely, the opposite of job dissatisfaction is no job dissatisfaction (Kacel et al., 2005). These two separate continua of job satisfaction and job satisfaction support the possibility that someone can be content with certain aspects of their jobs but discontent with others. Perhaps more pessimistically, this also implies that simply eliminating "dissatisfiers" would not necessarily lead to job satisfaction as much as placation (motivational concepts). These so-called "satisfiers" (motivational factors) and "dissatisfiers" (a lack of hygiene factors) are dynamic, constantly interacting, highly subject to change, and relative to the employee (Misener and Cox, 2001). Certain satisfiers or dissatisfiers may be more important than others depending on personal and professional contexts. According to Herzberg, whether or not dissatisfiers outweigh satisfiers predict whether employees find their job interesting and enjoyable and their likelihood of remaining at their current jobs (Kacel et al., 2005).  III. ***Motivation Factors*** Herzberg et al. (1959) argue that motivation factors are necessary to improve job satisfaction. According to Herzberg, these motivators are intrinsic to the job and lead to job satisfaction because they satisfy the needs for growth and [self-actualization](https://www.simplypsychology.org/self-actualization.html) (Herzberg, 1966). *In his original paper, Herzberg examines 14 motivational and hygiene factors, of which there are notable examples:* 1. **Advancement:** Herzberg defined advancement as the upward and positive status or position of someone in a workplace. Meanwhile, a negative or neutral status at work represents negative advancement (Alshmemri et al., 2017, 2017). 2. **The work itself:** The content of job tasks can positively or negatively affect employees. The job's difficulty and level of engagement can dramatically impact satisfaction or dissatisfaction in the workplace (Alshmemri et al., 2017, 2017). 3. **Possibility for growth:** Possibilities for growth exist in the same vein as Maslow's self-actualization; they are opportunities for a person to experience personal growth and promotion in the workplace. Personal growth can result in professional growth, increased opportunities to develop new skills and techniques, and gaining professional knowledge (Alshmemri et al., 2017, 2017). 4. **Responsibility:** Responsibility encompasses both the responsibilities held by the individual and the authority granted to the individual in their role. People gain satisfaction from being given the responsibility and authority to make decisions. Conversely, a mismatch between responsibility and level of authority negatively affects job satisfaction (Alshmemri et al., 2017, 2017). 5. **Recognition:** When employees receive praise or rewards for reaching goals or producing high-quality work, they receive recognition. Negative recognition involves criticism or blame for a poorly done job (Alshmemri et al., 2017, 2017). 6. **Achievement:** Positive achievement can involve, for example, completing a difficult task on time, solving a job-related problem, or seeing positive results from one's work. Negative achievement includes failure to progress at work or poor job-related decision-making (Alshmemri et al., 2017, 2017). IV. ***Herzberg's Hygiene Factors*** Hygiene factors are those which decrease job dissatisfaction. Herzberg, Mausner, and Snyderman used the term hygiene as "medical hygiene...\[which\] operates to remove health hazards from the environment" (1959; Alshmemri et al., 2017). Herzberg also states that hygiene factors are extrinsic to the job and function in "the need to avoid unpleasantness" (Herzberg, 1966). *Hygiene factors, rather than relating to the content of the job in itself, tend to relate to contextual factors such as interpersonal relations, salary, company policies, and administration, relationship with supervisors, and working conditions:* 1. **Interpersonal relations:** Interpersonal relationships involve the personal and working relationships between an employee and his supervisors, subordinates, and peers. This can manifest in, for example, job-related interactions as well as social discussions in both the work environment and during informal break times. 2. **Salary**: Salary includes wage or salary increases and negative unfulfilled expectations of wage or salary increases (Alshmemri et al., 2017). 3. **Company policies and administration:** Company policies and administration include factors such as the extent to which company organization and management policies and guidelines are clear or unclear. For example, a lack of delegation of authority, vague policies and procedures, and communication may lead to job dissatisfaction (Alshmemri et al., 2017). 4. **Supervision:** Supervision involves an employee's judgments of the competence or incompetence and fairness or unfairness of the supervisor or supervision. For example, this could include a supervisor's willingness to delegate responsibility or teach and their knowledge of the job. Poor leadership and management can decrease job satisfaction (Alshmemri et al., 2017). 5. **Working conditions:** Finally, working conditions involve the physical surroundings of the job and whether or not they are good or poor. Factors leading to a good or poor workspace could involve the amount of work, space, ventilation, tools, temperature, and safety (Alshmemri et al., 2017). V. ***Examples*** **Nursing** Empirical studies of job satisfaction in nurses, such as those of Kacel et al. (2005) and Jones (2011), support Herzberg's motivation-hygiene theory by asserting that hygiene factors are less important to job satisfaction, while motivational factors lead to job satisfaction (Alshmemri et al., 2017). In one such study, Kacel et al. (2005) used Herzberg's theory as a framework for qualitatively studying job satisfaction among 147 nurse practitioners in the Midwest of the United States. Kacel et al. noticed a Koelbel, Fuller, and Misener (1991) study that suggested that nurses often become nurse practitioners because of dissatisfaction with their staff nursing position and a desire to use their abilities to their fullest potential --- to fulfill what Herzberg would call motivation factors. In particular, nurses become nurse practitioners, according to Kacel, because of the role's challenge and autonomy (2005). The researchers devised the Misener Nurse Practitioner Job Satisfaction Scale (Misner and Cox, 2001). This is a 44-item questionnaire that focuses on six of Herzberg's motivational and hygiene factors: collegiality, autonomy, professional social and community interaction, professional growth, time, and benefits and compensation (Kace et al., 2005). The study described which factors were the most strongly associated with satisfaction and dissatisfaction and found that salary and administrative policies, in particular, influence nurses' job dissatisfaction (Kacel et al., 2005). **Mid-Level Manager Job Satisfaction in India** Although heavily critiqued, Herzberg's motivation-hygiene theory still greatly influences current methodology, particularly in several modern Asian workplace studies (Robbins and Judge, 2013). Vijayakumar and Saxena (2015) conducted one such study in India. Attempting to address the controversy over whether monetary compensation motivates poor hygiene, the researchers used a questionnaire to ask 144 mid-level managers about what factors influenced their job satisfaction most. Ultimately, the researchers concluded that job satisfaction was determined most by job content, organizational context, and rewards and working conditions, with monetary compensation as a separate factor altogether (Vijayakumar and Saxena, 2015). **PLAY Heuristics and Herzberg's Theory Applied to Video Games** Straat and Warpefelt (2015) applied Herzberg's theory to Desurvire and Wiberg's (2009) PLAY heuristics by viewing hygiene factors as ensuring a functional and enjoyable play experience. In general, Straat found that video games determined to be of low quality --- with a low average rating on a popular review website --- tended to have more usability design issues; however, users tended to express more opinions about game aesthetics, narrative, or storyline than usability issues in their reviews (Straat and Verhageen, 2014). The PLAY heuristic, as developed by Desurvire and Wiberg (2009), listed several factors in categories such as gameplay, emotional immersion, usability, and game mechanics. This [heuristic](https://www.simplypsychology.org/what-is-a-heuristic.html) includes factors such as "Players feel in control," "The game goals are clear," and "there is an emotional connection between the player and the game world," which parallel Herzberg's workplace factors. The researchers then categorized each item in this heuristic as a hygienic or motivational factor according to participant responses (Straat and Warpefelt, 2015). VI. ***Critical Evaluation*** The two-factor theory has not been well supported by research. Generally, criticisms of the theory focus on Herzberg's methodology and assumptions. Critics have also noted that if hygiene and motivational factors are equally important to a person, both should be capable of motivating employees (Robbins and Judge, 2013). Herzberg conducted his formative motivation theory research at a time when organizations tended to be rigid and bureaucratic. As organizations shifted away from focusing on mass production and toward innovation, new theories of motivation, such as those based on [behaviorism](https://www.simplypsychology.org/behaviorism.html), evolved (Bassett-Jones and Lloyd, 2005). A large number of replication studies emerged following Herzberg's results. Those using Herzberg's methodology --- the critical incident framework --- were consistent with his original results, while research that used methods such as surveys supported the traditional idea that job satisfaction and dissatisfaction exist on the same continuum (Bassett-Jones and Lloyd, 2005). Soon after Motivation at Work's publication, Vroom (1964) offered a notable critique of this phenomenon: people would naturally be inclined toward protecting their egos when asked to recall good and bad work moments, thus attributing good moments to their personal achievement and capability and bad moments to work (Basset-Jones and Lloyd, 2005). Thus, in Herzberg's original qualitative study involving about 200 participants, participants may have been biased when thinking about times in the past when they felt good or bad about their jobs. Nonetheless, critics struggled to grapple with how Herzberg's methodology produced results with such consistency. Nonetheless, critics continued attributing Herzberg's results to factors such as social desirability bias (Wall, 1973) and personality (Evans and McKee, 1970). **FAQs** What is Herzberg two factor theory? Herzberg's Two-Factor Theory proposes that two sets of factors influence job satisfaction: hygiene factors and motivators. Hygiene factors, like salary and working conditions, don't motivate but can cause dissatisfaction if inadequate. Motivators, like achievement, recognition, and growth, can create satisfaction and enhance motivation when present. According to Herzberg, what would be considered "motivators"? According to Herzberg's Two-Factor Theory, "motivators" are factors that lead to job satisfaction and motivate employees to perform better. These include meaningful work, recognition, responsibility, opportunities for growth, achievement, and advancement. These factors are intrinsic to the work and are related to an individual's need for personal growth and self-fulfillment. According to Herzberg's two-factor theory, which factor would motivate individuals the most? According to Herzberg's Two-Factor Theory, the "motivators" are the most potent in driving job satisfaction and motivation. These include intrinsic aspects such as achievement, recognition, work, responsibility, advancement, and growth opportunities. Herzberg suggests these factors promote higher performance as they fulfill individuals' deep-seated needs for personal growth and self-fulfillment. However, the exact factor motivating most would vary based on the individual's values and personal needs. **References:** Simply Psychology. (2023, September 28). Herzberg's Two-Factor Theory Of Motivation-Hygiene. [[https://www.simplypsychology.org/herzbergs-two-factor-theory.html?fbclid=IwZXh0bgNhZW0CMTEAAR0Q9DgepXaplsWdhvDUIQRAfdY62kgwhQUdYhfVPcswObPnHWhGksTpNE\_aem\_b81bc-BouMbzVBl1wuBNHQ]](https://www.simplypsychology.org/herzbergs-two-factor-theory.html?fbclid=IwZXh0bgNhZW0CMTEAAR0Q9DgepXaplsWdhvDUIQRAfdY62kgwhQUdYhfVPcswObPnHWhGksTpNE_aem_b81bc-BouMbzVBl1wuBNHQ) Additional Information **HERZBERG'S TWO-FACTOR THEORY OF MOTIVATION** In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or the motivator-hygiene theory. According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction. According to Herzberg, the opposite of "Satisfaction" is "No satisfaction" and the opposite of "Dissatisfaction" is "No Dissatisfaction". d4553b1a-2383-487a-81fc-8df1833e4062 *FIGURE: Herzberg's view of satisfaction and dissatisfaction* *Herzberg classified these job factors into two categories-* 1. **Hygiene factors- **Hygiene factors are those job factors which are essential for existence of motivation at workplace. These do not lead to positive satisfaction for long-term. But if these factors are absent/if these factors are non-existant at workplace, then they lead to dissatisfaction. In other words, hygiene factors are those factors which when adequate/reasonable in a job, pacify the employees and do not make them dissatisfied. These factors are extrinsic to work. Hygiene factors are also called as **dissatisfiers or maintenance factors **as they are required to avoid dissatisfaction. These factors describe the job environment/scenario. The hygiene factors symbolized the physiological needs which the individuals wanted and expected to be fulfilled. Hygiene factors include: **Pay: **The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain. **Company Policies and administrative policies:** The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc. **Fringe benefits: **The employees should be offered health care plans (mediclaim), benefits for the family members, employee help programmes, etc. **Physical Working conditions: **The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained. **Status:** The employees' status within the organization should be familiar and retained. 2. **Motivational factors-** According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a superior performance. These factors are called satisfiers. These are factors involved in performing the job. Employees find these factors intrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an additional benefit. Motivational factors include: **Recognition:** The employees should be praised and recognized for their accomplishments by the managers. **Sense of achievement:** The employees must have a sense of achievement. This depends on the job. There must be a fruit of some sort in the job. **Growth and promotional opportunities:** There must be growth and advancement opportunities in an organization to motivate the employees to perform well. **Responsibility: **The employees must hold themselves responsible for the work. The managers should give them ownership of the work. They should minimize control but retain accountability. **Meaningfulness of the work:** The work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated. ***Interpersonal relations:** The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present.* ***Job Security: **The organization must provide job security to the employees.* ***Limitations of Two-Factor Theory*** *The two factor theory is not free from limitations:* 1. The two-factor theory overlooks situational variables. 2. Herzberg assumed a correlation between satisfaction and productivity. But the research conducted by Herzberg stressed upon satisfaction and ignored productivity. 3. The theory's reliability is uncertain. Analysis has to be made by the raters. The raters may spoil the findings by analyzing same response in different manner. 4. No comprehensive measure of satisfaction was used. An employee may find his job acceptable despite the fact that he may hate/object part of his job. 5. The two factor theory is not free from bias as it is based on the natural reaction of employees when they are enquired the sources of satisfaction and dissatisfaction at work. They will blame dissatisfaction on the external factors such as salary structure, company policies and peer relationship. Also, the employees will give credit to themselves for the satisfaction factor at work. 6. The theory ignores blue-collar workers. ***Implications of Two-Factor Theory*** The Two-Factor theory implies that the managers must stress upon guaranteeing the adequacy of the hygiene factors to avoid employee dissatisfaction. Also, the managers must make sure that the work is stimulating and rewarding so that the employees are motivated to work and perform harder and better. This theory emphasize upon job-enrichment so as to motivate the employees. The job must utilize the employee's skills and competencies to the maximum. Focusing on the motivational factors can improve work-quality. **References:** Herzbergs Two-Factor Theory of Motivation. (n.d.-b). [[https://www.managementstudyguide.com/herzbergs-theory-motivation.htm]](https://www.managementstudyguide.com/herzbergs-theory-motivation.htm)