Motivation-Hygiene Theory
Frederick Herzberg was an American psychologist who was interested in people’s motivation and job satisfaction. He set out to interview employees about both their good and bad experiences at work. Through his research, he discovered that there were two distinct categories of reasons accounting for the good and the bad experiences, i.e., that the bad experiences at work were not just a lack of the ‘good’ factors.
His theory was that one’s job satisfaction depends on two factors:
- Factors for satisfaction: motivators / satisfiers; and
- Factors for dissatisfaction: hygiene factors / dissatisfiers.
Motivators include performance, recognition, job status, responsibility and opportunities for growth.
Hygiene factors include salary, the relationship with colleagues, physical work environment and the relationship with one’s boss.
The motivators are factors which would encourage employees to strive for more and to fight against challenges at the workplace. On the other hand, the hygiene factors are factors that must be present for the employee to not be dissatisfied, i.e., if I have a good working relationship with my boss, I am simply not dissatisfied but this does not mean that I am motivated to work harder. While hygiene factors are easier to adjust, Herzberg’s theory is that changing the motivation factors have a more sustained impact on employee performance.
The theory asserts that improving hygiene factors can only serve to decrease job dissatisfaction, but cannot increase job satisfaction. So while some employers offer salary increments to motivate employees to do better, and some seasoned professionals advocate finding the right boss instead of the right job, these may only be targeting at the hygiene level.
With an understanding of the motivation-hygiene factor, we can appreciate that the salary increments do not have a strong motivating factor. It would only serve to alleviate any job dissatisfaction I had if I were complaining that I am paid too little. Similarly, the wisdom about finding the right boss is a half-truth; the relationship with my boss is only a hygiene factor, but how my boss plans for my personal growth and advancement is what would motivate me.
Application of Motivation-Hygiene Theory
One’s personal hygiene is necessary for the sustaining of one’s health, but in itself does not account for one’s health. If I did not shower or brush my teeth everyday, it would be difficult to imagine me being in the pink of health. However, even if I take care of my personal hygiene but do not exercise or eat a nutritious diet, then I am not living a healthy lifestyle either. This is the reason why hygiene factors were given its name.
If the hygiene factors are not met, then there is very little point in employers motivating their employees. Motivating employees must then first begin with removing the factors that are irksome for them. What are the employees complaining about? Is it about job security, insufficient salaries or a bureaucratic working environment? When employers manage to take the dissatisfaction away, then they can focus on properly motivating their employees.
Motivation in the organisation depends on creating conditions for satisfaction. Employers can set out to tailor career plans for their employees so that employees have a sense of job performance and career advancement. Or supervisors could assign projects based on the employee’s individual talents and interests and thus keep them suitably challenged. For those who enjoy learning, training and development opportunities can be offered.
Watch this TED talk by Kerry Goyette, a founder of a corporate consulting firm, who argues that employees are already inherently motivated and employers need to unleash their motivation.
Critique of the theory
No theory is perfect and Herzberg’s theory has suffered its fair share of criticisms; they are as follows:
- The validity of his deductions have been questioned because Herzberg has failed to recognise that different individuals might have different needs and motivators, i.e., that there may be substantial individual differences in what keeps employees motivated. For instance, if I am the sole breadwinner and my family barely has enough resources, increasing my salary may be more motivating.
- Herzberg’s theory assumes that various job factors are either purely motivators or hygiene factors. While he used a general standardised scale, there may be factors that account for both satisfaction and dissatisfaction. For instance, the relationship with one’s colleagues can be very motivating as the team synergy drives one to pursue greater heights (even though this is listed as a hygiene factor).
Questions for further personal evaluation:
- If pay increments are merely hygiene factors, why do you think so many employers use them to motivate employees? What else can be done?
- What would be the most important factor for you when you choose which job offer to take? What are the deal-breakers that would cause you not to take the job?
Useful vocabulary:
- ‘alleviate’: relieve, lessen so as to make something more bearable
- ‘bureaucratic’: overly concerned with procedure at the expense of efficiency or common sense
Here are more related articles for further reading:
- Straits Times: Salary is not the biggest driver of satisfaction among Singapore employees
“The report released on Wednesday (Jan 16) sought to provide details of the daily experience of Singapore’s working population, and how key engagement metrics like work-life balance, job satisfaction, motivation at work, attrition and retention vary across the working population.
The findings suggested that the main drivers for job satisfaction locally were confidence in the company’s senior leadership team, and a helpful manager in resolving work-related issues.
A unique factor for workers in Singapore, in comparison to the other countries, was that receiving sufficient training to perform their job effectively was also a key factor behind enhanced job satisfaction, as well as increased desire to go to work and higher staff retention rates.
This suggests that employees appreciate it when employers invest in them, said the report.”
- EuropeanCEO: Significance of Herzberg’s theories today
“Tesco is one company that uses elements of Herzberg’s theory to motivate its employees. The company pays attention to factors causing dissatisfaction as well as those causing satisfaction.
As an example, employees are motivated and empowered by timely and appropriate communication, by involving personnel in decision-making and by delegating wherever possible. Forums are held every year in which staff can provide input on pay rises. Tesco personnel even get an opportunity to give their input when restaurant menus are designed, helping to prevent feelings of alienation and dissatisfaction.
In a 2009 study at the University of Malaysia and the University Tunku Abdul Rahman, also in Malaysia, it was found that the major factors determining job satisfaction for staff members were salary, policy and administration. The main factors that cause job dissatisfaction were lack of personal growth and personal achievement.“