Watching this resources will notify you when proposed changes or new versions are created so you can keep track of improvements that have been made.
Favoriting this resource allows you to save it in the “My Resources” tab of your account. There, you can easily access this resource later when you’re ready to customize it or assign it to your students.
Herzberg's Two-Factor Theory states that certain factors cause job satisfaction and other factors cause dissatisfaction.
Analyze Frederick Herzberg's perspective on motivating employees through his Two-Factor Theory (also known as Motivation-Hygiene Theory)
According to Herzberg, intrinsic motivators and extrinsic motivators have an inverse relationship: intrinsic motivators tend to create motivation when they are present, whereas extrinsic motivators tend to reduce motivation when they are absent.
Intrinsic motivators tend to represent less tangible, more emotional needs, such as challenging work, recognition, relationships, and growth potential.
Extrinsic motivators tend to represent more tangible, basic needs, such as status, job security, salary, and fringe benefits.
Extrinsic motivators are expected and so cause dissatisfaction if they are absent. Intrinsic motivators, on the other hand, can provide extra motivation. Because of this, satisfaction and dissatisfaction are independent; one does not necessarily increase exactly as the other decreases.
Management is tasked with differentiating when more job satisfaction is needed (providing intrinsic motivators) and when less job dissatisfaction is needed (providing extrinsic motivators).
The Two Factors: Intrinsic and Extrinsic Motivators
Frederick Herzberg's Two-Factor Theory, also known as Motivation-Hygiene Theory or intrinsic vs. extrinsic motivation, concludes that there are certain factors in the workplace that can cause job satisfaction and a separate set of factors that can cause dissatisfaction. It is critical to emphasize that this is not a linear relationship: the factors that cause satisfaction do not necessarily negate those that cause dissatisfaction; one does not necessarily increase exactly as the other decreases.
Extrinsic Motivators (Hygiene Factors)
Extrinsic motivators tend to represent more tangible, basic needs—i.e., the kinds of needs identified in McClelland's "existence" category of needs in his ERG Theory or in the lower levels of Maslow's Hierarchy of Needs. Extrinsic motivators include status, job security, salary, and fringe benefits. Managers must realize that not providing the appropriate and expected extrinsic motivators will sow dissatisfaction and unmotivated behavior among employees.
Intrinsic Motivators (Motivation Factors)
Intrinsic motivators tend to represent less tangible, more emotional needs—i.e., the kinds of needs identified in McClelland's "relatedness" and "growth" categories of needs in his ERG Theory and in the higher levels of Maslow's Hierarchy of Needs. Intrinsic motivators include challenging work, recognition, relationships, and growth potential. Managers must recognize that while these needs may be outside the more traditional scope of what the workplace should provide, they are absolutely critical in empowering strong individual and teamperformance.
Herzberg's Theory in Context
Herzberg's Two-Factor Theory, McClelland's Need Theory, and Maslow's Hierarchy of Needs all talk about higher-level psychological needs such as achievement, recognition, responsibility, and advancement. The key factor that differentiates Two-Factor Theory is the idea of expectation.
According to Herzberg, intrinsic motivators and extrinsic motivators have an inverse relationship. This is to say that intrinsic motivators tend to inspire motivation when they are present, while extrinsic motivators tend to reduce motivation when they are absent. This is because of expectation. Extrinsic motivators (e.g., salary, benefits) are expected and so will not increase motivation when they are in place, but they will cause dissatisfaction when they are missing. Intrinsic motivators (e.g., challenging work), on the other hand, can be a source of additional motivation.
If management wants to increase employees' job satisfaction, they should be concerned with the nature of the work itself—the opportunities it presents employees for gaining status, assuming responsibility, and achieving self-realization. If, on the other hand, management wishes to reduce dissatisfaction, then it must focus on the job environment—policies, procedures, supervision, and working conditions. To ensure a satisfied and productive workforce, managers must pay attention to both sets of job factors.
Want access to quizzes, flashcards,
highlights, and more?
Access the full feature set for this content in a self-guided course!