The two-factor theory
of motivation, developed by Frederick Herzberg, attempts to identify and
explain the factors that employees find satisfying and dissatisfying about their
jobs. The first set of factors, called motivators, are internal job factors
that lead to job satisfaction and higher motivation. In the absence of
motivators, employees will probably not be satisfied with their work or
motivated to perform up to their potential.
Some examples of motivators are the
work itself, achievement, recognition, responsibility, and opportunities for
advancement.
Notice that salary is
not included in the motivator list. Herzberg contends that pay belongs among
the second set of factors, which he calls hygieneor maintenance factors.
Hygiene factors are external to the job; they are located in the work
environment. The absence of a hygiene factor can lead to active dissatisfaction
and demotivation and, in extreme situations, to avoidance of the work
altogether. Hygiene factors include the following:
- Company policies
- Working conditions
- Job security
- Salary
- Employee benefits
- Relationships with supervisors and managers
- Relationships with coworkers
- Relationships with subordinates
According to Herzberg,
if management provides the appropriate hygiene factors, employees will not be
dissatisfied with their jobs, but neither will they be motivated to perform at
their full potential. To motivate workers, management must provide some
motivators.
Two-factor theory has
two implications for job design: (1) Jobs should be designed to provide as many
motivators as possible and (2) making (external) changes in hygiene factors,
such as pay or working conditions, is not likely to sustain improvements in
employee motivation over the long run unless (internal) changes are also made
in the work itself.