Two-factor (motivational-hygienic) theory of F. Herzberg
Herzberg's theory was derived from a study involving 200 engineers and accountants. They were all asked two questions: “Can you describe in detail when you feel exceptionally good at work?” and “Can you describe in detail when you feel exceptionally bad at work?”
Herzberg found two distinct sets of needs in the responses.
The first he called hygienic factors or supporting. This group included those factors or conditions in the absence of which employees did not receive job satisfaction. These hygiene factors include company and administration policies, relationships with superiors, working conditions, wages, relationships with colleagues, personal life, status, and security. These factors are only valuable if the employee receives additional rewards after completing the job.
Herzberg called the second group of factors motivators or satisfiers. These are such working conditions, in the presence of which a high level of employee motivation and job satisfaction is achieved. In the absence of these conditions, neither effective motivation nor satisfaction can be obtained. Motivators include goal achievement, recognition, work per se, responsibility, promotion, and opportunities for personal growth.
So, Herzberg's work provides evidence that there are two quite different types of factors that can cause desired goal-directed behavior:
1. Hygienic factors, at best, can cause only a satisfactory level of motivation.
2. Motivators, on the other hand, can be used to stimulate a higher level of motivation if hygiene needs, in turn, are sufficiently satisfied.
The main value of the two-factor theory is that managers should be very careful not to emphasize hygiene factors as the main ones when meeting needs when the needs of the lower level are already sufficiently satisfied. Conversely, managers should not waste time and money offering their employees a variety of motivators before hygiene needs are met.
Perhaps the most surprising and unexpected finding from Herzberg's research was the fact that money was unequivocally classified as a hygiene factor, not a motivator. Money is important to most employees, both because of its purchasing power and the status its owner has. However, managers do themselves and their organizations a disservice when they perceive money as the perfect means to meet all the needs that employees may have.
Managers who are trying to develop a "work enrichment" program must keep in mind six conditions necessary for the success of their activities:
1. People should regularly learn about the positive and negative results of their work.
2. They must schedule their own work.
3. They need to be given the opportunity for psychological growth.
4. They must bear certain financial responsibility.
5. They should be able to communicate openly and pleasantly with superiors at all levels of management.
6. They must be held accountable for the performance of the area they supervise.
According to Herzberg, motivation should be perceived as a probabilistic process. What motivates a given person in a particular situation may not have any effect on him at another time or on another person in a similar situation. Therefore, Herzberg's theory does not take into account many variables that determine situations related to work motivation. In order to explain the mechanism of motivation, it is necessary to consider numerous aspects of people's behavior in the process of activity and environmental parameters. The implementation of this approach led to the creation of process theories of motivation.
Herzberg's two-factor theory:
According to the two-factor Herzberg model, there are:
- hygiene factors These are the factors that make employees stay in this particular job, and not look for another. In other words, these are the factors that make an employee wake up in the morning and go to our company, and not think about where to find a better job.
- motivating factors - these are the factors that directly motivate the employee, i.e. they force them to do their work better, faster, they force them to invent, modernize, optimize something.
Herzberg's most paradoxical discovery is that money (salary, bonuses) are hygiene factors! That is, according to the Herzberg motivational model, money does not motivate people.
What then motivates?
Herzberg's two-factor model
So, salary is not a motivating factor. Motivating factors are recognition, interesting tasks, professional growth, learning opportunities, and responsibility.
On the other hand, hygienic factors are wages, a comfortable workplace, and relationships in the team.
Herzberg's theories in practice
In practice, when building a motivation system or simply when setting tasks for an employee, knowing the theory of Herzberg's two factors can be very useful. For example, if you want your sales manager to show more initiative, send him to courses or give him more responsibility. Just a salary increase will not increase his motivation.
In 1959 Frederick Herzberg developed another model of motivation based on needs. He conducted a study to identify the strength of motivators. It was attended by 200 engineers and accountants. Employees were asked 2 questions: “Can you describe in detail when you feel exceptionally good at work?” and “Can you describe in detail when you feel exceptionally bad at work?” Herzberg realized that the satisfaction of the individual as a result of some of his actions and dissatisfaction from them are two poles, and between them are the mood and state of the person. An individual's mood changes, depending on how he was motivated.
The research has borne fruit. Two groups of factors were identified that differently influenced labor motivation. A two-factor model of motivation has emerged. The first group of factors is called hygienic factors, the second - motivators.
- 1) The hygienic factors include the self-expression of the individual, her internal needs, the environment in which the activity itself takes place (wages, safety, air, lighting, noise, relations with the team, work schedule and work schedule, the specifics of the manager’s control, policy administration and the firm itself). If any of the factors listed are absent or present insufficiently, the person remains dissatisfied with work. However, if they are sufficient, then by themselves they do not cause job satisfaction and cannot motivate for anything. But under the condition of the full abundance of these factors, they cannot motivate for anything, since they themselves do not bring satisfaction.
- 2) Motivating factors (or "satisfying" as Herzberg himself called them) tell us about the nature and essence of the work itself. These are such working conditions, in the presence of which a high level of employee motivation and job satisfaction is achieved. That is, working conditions should be such that they bring satisfaction and under which the highest level of employee motivation would be achieved. This group is associated with such factors and needs as recognition, achievement of one's goal, responsibility, career growth, promotion. The presence of these factors fully satisfies and motivates employees to improve efficiency. In the absence of these factors, the employee will receive neither satisfaction nor motivation for efficiency. If hygiene factors are sufficiently satisfied, then "satisfying factors" will help in stimulating a higher level of motivation.
Herzberg saw that the ability to satisfy motivating needs could stimulate work activity. But when they are satisfied, she falls. At the same time, the lack of satisfaction of these needs is demotivating. With hygienic factors, the opposite is true - their dissatisfaction greatly reduces the desire to work. However, their satisfaction does not yet mean active work, but only creates a good opportunity for this, while preventing the general dissatisfaction of employees.
Table 1 shows the Herzberg motivation model:
Table 1 Factors affecting job satisfaction
Based on this model, Herzberg established that people cannot be motivated by wages alone. In order to successfully stimulate labor efforts, it is also necessary to include motivating needs. Hence the conclusion follows: in order to achieve satisfaction, the manager must first eliminate the dissatisfaction that the employees have.
High activity, according to Herzberg, will take place if:
- 1) the work carries some meaning, is significant for the public, is not primitive, is of interest, allows you to develop and achieve success;
- 2) results of work are always rewarded;
- 3) everyone can get the necessary information, make decisions independently, and conduct self-control.
Herzberg's theory of motivation is in many ways similar to Maslow's concept of needs. Herzberg's hygiene factors and Maslow's physiological needs correspond to each other, as well as the motivating factors are similar to the needs of higher levels. Nevertheless, their opinions differ about hygienic factors. Maslow believed that hygiene factors act as a force that influences a person who seeks to satisfy his physiological needs. Herzberg, on the other hand, considered hygienic factors as not having a noticeable effect on the behavior of the individual, especially if they (needs) are satisfied. The employee pays attention to them only when they deviate from his usual norm. The main conclusion from Herzberg's theory is the conclusion that managers should be careful when using various incentives and not rely entirely on hygiene factors. And vice versa: until hygiene needs are satisfied, it is not worth wasting time and energy on motivational factors.
The most unexpected and surprising finding from Herzberg's research was that money was listed as a hygiene need, not a motivational one. Yes, money matters to most workers, as that is what purchasing power is all about. Money also gives status to those who have it. But still, money should not be taken as the most important and key tool for motivating an employee.
The main provisions of Herzberg's theory have found wide application, but have not escaped criticism. Some authors have suggested that the same factor may satisfy one person but not another, and vice versa. Some critics of this theory expressed the remark that motivation has a probable character and that it is subject to a certain situation. Factors that might motivate an employee in one situation may not have much of an impact on him in another.
The use of theories in foreign practice
To meet the most important physiological needs, workers must be provided with normal working conditions and wages that allow them to satisfy their needs for food, clothing, housing at an acceptable level (for different people and for different countries or for different regions of the same country, this level can significantly differ). This task, first of all, is solved by a sufficient level of wages and the content of the social package that meets the needs of employees. Workers should also have enough time to rest and recuperate.
There is another area of work that managers sometimes forget about. This is to keep the staff healthy.
The Washington Health Business Group, an organization that includes the largest companies, has developed a number of ways to implement health programs. She recommends offering employees free healthy snacks (popcorn, fruit), equipping bike racks and showers on company premises, organizing sports competitions, and establishing incentives for employees who have achieved certain successes in the health program. Washington Health Business Group President Willis Goldbeck says, "Rewarding good health is just as good for business as rewarding good performance."
Some large Western companies pay serious attention to the health of all their employees - from top managers to ordinary workers. This, in particular, involves an annual medical examination and consultations on proper nutrition and physical activity. For example, Texas-based Mesa Petroleum spends $600 a year for each of the 700 participants in the company's wellness program. Forney Engineering, a Texas-based firm, has set up cash prizes for those who go hiking, follow health recommendations, and lose weight.
In 1988, the Ministry of Labor of Japan obliged entrepreneurs to have on their staff an instructor-methodologist in physical culture and health work, a nutrition specialist, a trainer, and a psychologist. The purpose of the work of this group of specialists is the prevention of diseases and stress.
Approximately 65% of commercial enterprises in Japan are engaged in sports and health work with workers and employees. For example, the implementation of a sports and recreation program at the Tokyo Gas Company for 10 years has reduced the incidence rate by 67%. The company has a special team of 5 people dedicated to improving the health of the staff.
Employees of the Nippon Jifu Bottle Corporation who wish to be promoted are required to engage in tourism and physical education. Each candidate for a promotion must submit his physical culture and health program to the management. According to special tests, the physical fitness of employees is systematically checked.
Much attention is paid to physical culture and health work in European countries. In Germany, more than 95% of the surveyed workers and employees spoke in favor of the need for regular tourism and physical education. The state programs "Sports at Work" and "Tune in to 130" enjoy great success. It is believed that brisk walking, easy running, physical exercises in motion, when the pulse reaches 130 beats per minute and is kept at this level for 10 minutes, are considered to be the most favorable for health. Experts say that for a good effect, it is important to do such exercises at least twice a week.
In 1979, when Greg Sherer attended a Health at Work seminar, little was known about the nature and potential of the health programs companies offered to their employees. Even less was known about how to implement such programs in smaller firms, such as Scherer's lumber firm, based in Minneapolis at the time, which had 115 employees.
The company now has 280 employees and is located in a new location in Brooklyn Park. The company spends an average of $90 per person on wellness purposes, adhering to the principle: to ensure a healthy lifestyle at work and at home.
The company has removed cigarette and confectionery vending machines from all its premises, replacing regular coffee with decaffeinated coffee. Employees are offered free healthy lunches and snacks. In addition, employees have the opportunity to listen to lectures or receive various information materials on how to quit smoking, get rid of excess weight, and prevent back injuries. Those wishing to regularly measure the pressure and annually conduct an oncological examination. Scherer Brothers also rewards workers who do not miss a single day due to illness. As a result, lost hours at Scherer Brothers are eight times lower than the industry average.
The example of Scherer Brothers clearly demonstrates the successful application of content theory in practice.
The use of theories in the practice of Russian enterprises
The health and fitness of an employee are as important a resource for an organization as their qualifications and experience.
Thus, OAO Surgutneftegaz offers its employees preferential vouchers for sanatorium and resort treatment, compensating expenses in the amount of 65%, OAO Gazprom provides compensation for the costs of sanatorium and resort treatment in the amount of 80%, OAO MMC Norilsk Nickel provides employees who have worked the necessary length of service (in the regions of the Far North: for men - at least 6 years 8 months, for women - at least 5 years), compensates for the cost of dental prosthetics. However, concern for the health of employees should not be limited to providing treatment options (sanatorium and rehabilitation treatment). Good managers understand the need to prevent disease, keep employees in good physical shape.
Some companies are making targeted efforts to keep workers healthy. Increasingly, both corporate sports events (such as Sberbank-sponsored Spartakiads, Gazprom’s annual sports competitions) and sports events where various organizations take part (the First Sports Business Olympiad, which has been held annually in Moscow since 2003) are being held more and more widely.
The First Sports Business Olympiad is an event that has no analogues in Russia so far. It is attended not only by the largest Russian corporations, companies with international status, but also by small businesses.
Sports Business Olympiad takes place at the largest sports grounds in Moscow. Tennis, mini-football, mini-golf, basketball, volleyball, bowling, billiards, paintball, darts, swimming, athletics tournaments are held.
It can be seen that the best companies go to great expense to create conditions conducive to the fullest possible satisfaction of the basic needs of their employees. This pays off not only in reduced medical costs; the satisfaction of employees with their work and their commitment to the company is growing. As a result, the organization receives additional benefits in the form of an increase in the performance of its staff.
Consider another type of need - the need for security. People with a high need for security are particularly concerned about job security and income security, and strive to find jobs with safe working conditions. The most attractive factors for them may be lifetime employment, a guaranteed salary and social benefits (health insurance, pension programs, etc.). An example of a pension program is the program developed by OJSC MMC Norilsk Nickel. The problem with pensioners stems from the large gap between the amount of pension a northern pensioner receives and his salary. The company's efforts are aimed at smoothing this problem as much as possible by its own means. The so-called solidary corporate pensions, a number of pension programs, as well as a funded system, in which employees participate with their own funds, have been introduced. Pension programs facilitate the relocation of pensioners to a permanent place of residence in more climatically favorable regions of Russia, ensure the maintenance of a decent standard of living for them on the "mainland" and at the same time provide jobs for the Norilsk youth. The Six Pensions program is aimed at creating conditions for pensioners to leave the Norilsk industrial region for permanent residence in climatically favorable regions of Russia. The program has been implemented since March 1999 and provides for the payment of monthly financial assistance to retired workers for two years after retirement and moving to the "mainland" in an amount equal to six state pensions. The Lifetime Occupational Pension program has been implemented since mid-2001 and provides for the payment of a lifelong corporate pension equal to two state pensions. The "Solidarity Corporate Pension" program was put into effect in December 2002 and also provides for the payment of an additional lifetime corporate pension to the company's employees in connection with retirement and departure to the "mainland". Under this program, the employee and the company jointly and severally participate in the formation of pension savings. Pension programs begin to operate on the condition that the pensioner and his family move to the "mainland". Most of the programs developed within the framework of social partnership are reflected in substantive theories of motivation.
OJSC MMC Norilsk Nickel is not the only company that uses substantive theories of motivation in practice, but its actions are the most revealing.
The use of meaningful theories of motivation in the management of enterprises is a necessary condition for the successful functioning of the company. They have made an extremely important contribution to understanding what underlies the desire of people to work. Leaders of various ranks of organizations began to understand that the motivation of people is determined by a wide range of their needs. In order to motivate a particular person, the leader must enable him to satisfy his most important needs through a course of action that contributes to the achievement of the goals of the entire organization.
To clarify the grounds for job satisfaction or dissatisfaction, as well as the reasons for increasing and decreasing labor productivity, Frederick Herzberg and his employees in 1959 developed a two-factor theory of motivation (the theory of job satisfaction). To this end, a survey was conducted of 200 engineers and clerks of a large paint and varnish company. Survey participants described in detail the situations in which they had a positive attitude towards their work, felt the greatest desire to work, and vice versa, when they had a sharply negative attitude towards their work, felt dissatisfaction and unwillingness to work. Based on the results of the study, Herzberg concluded that satisfaction is associated with internal, meaningful characteristics of the work, and dissatisfaction - with external characteristics, the context of the work. As a result, all factors influencing human activity in a production situation were divided into motivating ("motivators") and hygienic.
hygiene factors, or "health" factors are factors in the environment in which work is carried out. Herzberg borrowed the word "hygienic" from medical terminology, where the term refers to factors that help maintain health, but do not necessarily improve it. The most significant hygiene factors are: company and administration policy, comfortable working conditions and safety, normal lighting, availability of heating, etc., working hours, wages, paid holidays, sick leave, health and social security measures and other social programs, interpersonal relationships with management and colleagues, the degree of direct control of work.
In most cases, such factors do not cause a feeling of satisfaction, do not contribute to the activation of human activity, however, their presence helps to prevent a feeling of dissatisfaction, while their absence can lead to employees feeling dissatisfied, irritated, dissatisfied. The presence of hygiene factors leads to a state of "no job dissatisfaction", but by no means to job satisfaction, since satisfactory hygiene factors are taken for granted (hence the concept of "hygiene factor"). Unsatisfactory hygiene factors lead to strong job dissatisfaction.
Thus, working conditions are not seen as factors in the power of the nation. Perhaps many would prefer to work in a pleasant environment, but according to this theory, a sparkling workshop or machine can rarely replace the work itself, from which people enjoy or recognize achievements and merit. According to Herzberg's theory, employers who try to increase employee motivation by increasing wages end up disappointed. Once workers are accustomed to the new level of income, they are more likely to view it as a hygiene factor. As soon as the increase in payments becomes a regular part of the salary, it ceases to affect the growth of motivation. People tend to be more motivated when they really want something than when they already have it.
Some managers believe that a good employee incentive program increases motivation, but such programs are taken for granted: they only maintain a sense of satisfaction, but do not create it.
Motivating factors are associated with the very nature and essence of the work, contribute to the growth of the degree of job satisfaction and are considered as an independent group of needs, which can be generally called the need for growth. The most significant motivators are, in particular: success, recognition, interesting work content, opportunities for professional growth, official position, responsibility, etc.
A sense of recognition gives the employee a sense of dignity and self-respect, so managers need to give employees feedback on a job well done. A very important factor of motivation is the work itself: monotonous work does not bring satisfaction, while the very content of varied and creative work serves as an incentive for growth, reduction of absenteeism and lateness. For many, an effective incentive is promotion, the assignment of additional responsibility.
Thus, according to Herzberg:
- - firstly, job satisfaction and dissatisfaction are two independent measurements that can be depicted on two different scales;
- - secondly, there are a number of factors that affect the field "job satisfaction - no job satisfaction" (motivators), and a number of other factors that affect the field "no job dissatisfaction - job dissatisfaction" (hygienic factors).
The formula says: work environment plus motivational factors equals state of satisfaction; work environment minus motivational factors equals zero effect.
You can find a correspondence between Herzberg's theory and A. Maslow's hierarchy of needs: correlate hygiene factors with the lowest level of needs, and motivational factors with the needs of the highest levels of Maslow's hierarchy.
Herzberg's two-factor theory explained in a new way the mechanism of staff motivation in the process of labor activity. Previously, to motivate employees, decisions were made to improve working conditions, increase wages and increase additional benefits, i.е. attention was paid to hygiene factors. However, such simplified solutions did not work, as workers remained unmotivated to work. Many organizations have tried to implement the basic provisions of Herzberg's theory, using the method of designing the workplace as part of programs of meaningful "enrichment" of work.
Despite the fact that this theory has been effectively used in various organizations, there are a number of criticisms of it:
- - depending on the needs of specific people, both hygienic and motivating factors can be a source of motivation;
- - depending on the situation, the lack of motivators can also lead to job dissatisfaction, and well-formed hygiene factors (primarily remuneration) can lead to job satisfaction;
- - the results of other studies have shown that the presence of job satisfaction does not always lead to an increase in labor productivity, as Herzberg suggested;
- - the mechanism of motivation should be built taking into account numerous aspects of human behavior and environmental parameters.
October 28, 2013
Herzberg and his collaborators surveyed 200 engineers and office workers at a paint company. The questionnaire consisted of only two questions:
- Can you describe in detail when you felt especially good after performing your duties?
- Can you describe in detail a time when you felt particularly unwell after performing your duties?
Hygienic factors in Herzberg's theory
According to Herzberg's theory, hygiene factors are related to the environment in which work is carried out.
So, hygiene factors can be:
- company policy and administration,
- normal working conditions
- decent income,
- status,
- interpersonal relationships with superiors, colleagues and subordinates,
- the degree of direct control over the work.
According to Herzberg's theory, in the absence or insufficient degree of the presence of hygienic factors, a person develops job dissatisfaction. If they are sufficient, then by themselves they do not cause job satisfaction and cannot motivate a person to do anything. But their sufficiency causes satisfaction and creates a motive for increasing the efficiency of labor activity.
Motivating factors in Herzberg's theory
According to Herzberg's theory, motivating factors are internal factors related to the very nature and essence of work.
Motivating factors are, for example:
- success,
- career advancement,
- recognition and approval of the results of work,
- a high degree of responsibility for the work performed,
- opportunities and business growth.
Criticism of Herzberg's theory
But criticism also did not bypass the theory of Friedrich Herzberg.
First, it has much in common with Maslow's theory. That is, hygiene factors are similar to physiological needs, and motivating factors are similar to the needs for communication, recognition and self-development. Therefore, the criticism is the same as Maslow's - hygienic (physiological) factors are not dominant.
Secondly, Herzberg's theory of motivation does not take into account the many variables that determine the situations associated with it. What motivates a given person in a certain situation may not have any effect on him at another time or on another person in a similar situation. In order to apply Herzberg's theory, it is necessary to consider numerous aspects of people's behavior in the course of their work and environmental conditions.
Application of Herzberg's theory in management practice
According to Herzberg's theory, in order to achieve motivation, the leader must ensure the presence of both hygiene and motivating factors.
That is, it is necessary to do something so that the work brings more satisfaction, and its direct performer is also rewarded. It is necessary to let the performer feel his significance, as well as the importance of the task he is performing. Give him independence in the performance of work. But it should be remembered that this method is not suitable for motivating all people and not in all situations.
When applying Herzberg's theory in practice, it was found that most often in organizations with a fairly high level of education and, accordingly, wages, management needs to be more attentive to their employees, listen to their personal problems, in order to ensure the influence of other motivational factors. to increase labor productivity.
For example, it is possible to carry out activities to create a healthy social and moral climate in the team, which will contribute to the greatest satisfaction from work.
For the most effective use of Herzberg's theory in practice, it is necessary to develop a list of hygiene factors and motivation factors and provide an opportunity for employees of the organization to determine and indicate what they prefer.
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