Contents

 By Fiona Robertson

In 1959, Frederick Herzberg published The Motivation to Work, a book which built on the observations made by Maslow but distilled its findings into a more straightforward Two-Factor theory of human motivation in the workplace. 

Herzberg studied 200 engineers and accountants in Pittsburg and found that the factors which make workers dissatisfied are entirely different from those that bring about satisfaction.  Consequently, by addressing a dissatisfaction issue, Herzberg discovered that you wouldn’t achieve satisfaction; you would simply neutralise the grievance.  In order to actually create satisfaction, you had to introduce something entirely different : a motivational factor.  Realising that there were two separate forces at work – one to diminish discomfort and another to maximise potential – Herzberg divided the issues that affect employees into groups of either Hygiene Factors or Motivators.

Hygiene Factors

Hygiene Factors cover our essential needs as people within the context of a working environment.  Namely, that we require reasonable conditions and good relationships with our fellow workers as well as pay and benefits for the services we provide.  To give a more comprehensive list of Herzberg’s Hygiene Factors, they include :

• Company policies
• Relationships (with our bosses, peers, direct reports and subordinates)
• Working conditions (heat, light, space, refreshments, etc)
• Salary
• Perks and bonuses (eg company car, incentive meetings)
• Status or job title
• Security (job, financial and physical)
• Personal life.

In themselves, none of these items spur us on but, without them, we find it difficult to function and become miserable.  In broad terms, Hygiene Factors equate to Maslow’s Deficiency Requirements since they address our fundamental needs.  As regards motivation though, they simply keep us on an even keel; a dearth of Hygiene Factors will make us unhappy whereas adequate Hygiene maintenance will render us emotionally neutral.  Moreover, the satisfaction we derive from meeting these needs is momentary so the positive effect soon wears off.  Hence it is that money isn’t enough to make staff stay in jobs that leave them bored or unfulfilled; a pay rise might cheer someone up in the short term but they’ll still lack a sense of personal growth.

Motivators

Motivators, on the other hand, take us out of our neutral state and propel us forward so they exert a positive influence on us all.  Challenge, autonomy, interest and creative opportunity are the personal drivers that promote growth, expansion, passion and creativity in business… the sparks that ignite an organisation, generate momentum and force progress.  Not surprisingly, it is these factors that lead to employee engagement, job satisfaction and high levels of productivity.  Herzberg identified the following as key work Motivators :

• Achievement
• Recognition
• Work of an interesting nature
• Responsibility
• Advancement
• Personal growth.

Herzberg’s research has been replicated time and time again and his original results still hold true today.  His distinction between motivators and hygiene factors has given profound insight into what motivates a workforce and how employee engagement can be achieved.  Herzberg’s Two-Factor Theory is therefore seen to be one of the most influential models for explaining the psychology of human motivation at work.

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