Fedrick Herzberg’s Two Factor Theory

By the influence of Maslow’s hierarchy of needs, Fredrick Herzberg published the two factor model of work motivation and developed the motivation-hygiene theory in 1959. Herzberg introduced two models of factors which are influencing people’s attitude towards work (Alshmemri, Shahwan and Maude, 2017). Herzberg revealed certain characteristics are constantly related with regards to job satisfaction while others are related with job dissatisfaction. The two factors which have been classified are motivator factors and hygiene factors from the basis of Motivational- Hygiene Model (Baah, 2011).

This model states when employee motivation is achieved, employee effects will be recognized and it brings job satisfaction and motivation. It happens when employees are faced with challenges but enjoy the job with where one can achieve, grow and show responsibility towards organization (Baah and Kofi Amoako, 2011). Motivation factors lead positively to do the job while hygiene factors are surrounded by the ‘doing’ of job (Stello, 2011). Two factor theory is the difference between motivation and hygiene factors or in another words the difference between intrinsic and extrinsic factors. Herzberg et al, (1959) states motivation factors as intrinsic to the job and hygiene factors as extrinsic to the job. So Motivation factors use only to increase and improve job satisfaction where hygiene factors use to reduce job dissatisfaction.

Motivator Factors

The definition of Motivation is ‘how to provide something’ (Ruthankoon & Ogunlana, 2003). Job satisfaction is mostly correlated with motivation (Alshmemri, Shahwan and Maude, 2017).  These factors pertain to the job and they are intrinsic to the job. It contains physiological need for growth and recognition. When these factors are present, it builds a strong level of motivation which results in good job performance and absence of these factors does not prove highly dissatisfying the job. These factors include: achievement, recognition and the resistibility of personal growth (Baah and Kofi Amoako, 2011).  

Hygiene Factors

Hygiene factors also referred as the maintenance factors and contain of the physiological, safety and love needs from Maslow’s hierarchy of needs (Baah and Kofi Amoako, 2011). Employee dissatisfaction from hygiene issues at work is preventable and these factors are reducing the level of job dissatisfaction correlated to them (Alshmemri, Shahwan and Maude, 2017). Lucas (1985) discovered that the “supervisor –employee relationship” was a significant factor influencing worker satisfaction in a study of U.S. These factors include company policy and administration, technical supervision, interpersonal relations with supervisor, salary, job security, personal life, work conditions and status. However these factors are not direct motivators but it’s necessary to prevent dissatisfaction (Baah and Kofi Amoako, 2011). 

Figure 5:  Hygiene and Motivation factor combination

Source : (Baah and Kofi Amoako, 2011).

§  High hygiene + high motivation, the ideal situation where employees are highly motivated and have few complaints.

§ High hygiene + low motivation: Employees have few complaints but are not highly motivated.The job is then perceived as a pay check.

§  Low hygiene + high motivation: employees are motivated but have a lot of complaints. A 

     situation where the job is exciting and challenging but salaries and work conditions are not.

§  Low hygiene + low motivation: the worse situation unmotivated employees with lots of complaints.

Herzberg tried to separate motivational and hygiene factors into two categories affecting separate aspects of job satisfaction. This thought differed from the traditional approach of viewing job satisfaction and dissatisfaction as opposite ends with the same continuity (Herzberg 1966).  

According to Herzberg (1987), managers need to eliminate the dissatisfaction by under mentioned points:

Ø  Fix poor and unhealthy company policies – Bank is accepting employee views and welcome suggestions made by staff

Ø  Provide effective and supportive supervision – Supportive superiors enhancing the smoothness of operations in Bank

Ø  Create and support the culture of respect for team members – Organizing team buildup training programs for all categories of staff

Ø  Competitive salaries – Based on the Banking sector salaries, the bank where I am employed, provides a competitive salary with fringe benefits

Ø  Give a Job security – Employees have formed trade unions which would address the issues related to the job security

Ø  Meaningful work for all positions by building a job status – All employees of the bank are qualified and fit for their job roles and Bank provides adequate training facilities to keep the staff updated on all new initiatives.

The above points help to eliminate job dissatisfaction in the organization and these issues won’t come up until employee address. Managers should be aware that just because of someone is not dissatisfied means one is motivated (Baah and Kofi Amoako, 2011).

Herzberg (1987) talks about job enrichment which is to address the motivating factors associated with work. His thought was every job should be more examined to how it could be made better and satisfy the person doing it. Thus managers need to pay attention.

• Provide opportunities for achievement -  Valuing suggestions from staff members
• Recognize workers contribution – Awarding best branch and best employee the year
• Providing opportunities for internal promotions – Junior executives & Senior executives in the bank are internally promoted  to higher positions
• Offering training and development opportunities, so employees can follow the positions they – Employees who have special skills in specialized areas get the opportunity for promotions in the respective categories (Baah and Kofi Amoako, 2011).

Reference

Alshmemri, M., Shahwan, L. and Maude, P., 2017. Herzberg’s Two-Factor Theory. Life Science Journal 2017, [online] 14(5). Available at: <http://www.lifesciencesite.com>.

Baah, K., 2011. Application of Frederick Herzberg’s Two-Factor theory in assessing and understanding employee motivation at work: a Ghanaian Perspective. European Journal of Business and Management, 03(09).

Stello, C. M. (2011). Herzberg’s two-factor theory of job satisfaction: An integrative literature review. Journal of Education and Human Development, 1-32.

Herzberg, F., Mausner, B., & Snydermann B. (1959). The motivation to work. New York: Wiley.

Ruthankoon, R., & Ogunlana, S. O. (2003). Testing Herzberg’s two-factor theory in the Thai construction industry. Engineering, Construction and Architectural Management, 10(5)

Lucas, G. H. (1985). The relationship between job attitudes, personal characteristics, and job outcomes: a study of retail store managers. Journal of Retailing, 61(1), 35–62.

Herzberg, F. (1966). Work and the nature of man. Cleveland, OH: World Publishing Company.