{"id":165,"date":"2018-09-24T14:51:20","date_gmt":"2018-09-24T14:51:20","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/chapter\/herzbergs-motivator-hygiene-theory\/"},"modified":"2018-10-10T18:11:52","modified_gmt":"2018-10-10T18:11:52","slug":"herzbergs-motivator-hygiene-theory","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/suny-osintrobus\/chapter\/herzbergs-motivator-hygiene-theory\/","title":{"raw":"Herzberg's Motivator-Hygiene Theory","rendered":"Herzberg’s Motivator-Hygiene Theory"},"content":{"raw":"
    \r\n \t
  1. What are the basic components of Herzberg\u2019s motivator-hygiene theory?<\/li>\r\n<\/ol>\r\n

    Another important contribution to our understanding of individual motivation came from Frederick Herzberg<\/span>\u2019s studies, which addressed the question, \u201cWhat do people really want from their work experience?\u201d In the late 1950s, Herzberg surveyed numerous employees to find out what particular work elements made them feel exceptionally good or bad about their jobs. The results indicated that certain job factors are consistently related to employee job satisfaction, while others can create job dissatisfaction. According to Herzberg<\/span>, motivating factors<\/strong><\/span> (also called job satisfiers<\/em>) are primarily intrinsic job elements that lead to satisfaction. Hygiene factors<\/strong><\/span> (also called job dissatisfiers<\/em>) are extrinsic elements of the work environment. A summary of motivating and hygiene factors appears in (Figure)<\/a><\/strong>.<\/p>\r\nOne of the most interesting results of Herzberg\u2019s studies was the implication that the opposite of satisfaction is not dissatisfaction. Herzberg believed that proper management of hygiene factors could prevent employee dissatisfaction, but that these factors could not serve as a source of satisfaction or motivation. Good working conditions, for instance, will keep employees at a job but won\u2019t make them work harder. But poor working conditions, which are job dissatisfiers, may make employees quit. According to Herzberg, a manager who wants to increase employee satisfaction needs to focus on the motivating factors, or satisfiers. A job with many satisfiers will usually motivate workers, provide job satisfaction, and prompt effective performance. But a lack of job satisfiers doesn\u2019t always lead to dissatisfaction and poor performance; instead, a lack of job satisfiers may merely lead to workers doing an adequate job, rather than their best.\r\n

    \r\n\r\n[caption id=\"\" align=\"aligncenter\" width=\"5760\"]\"A Exhibit 9.5<\/strong> Flexibility has been a competitive advantage for ride-sharing companies like Uber and Lyft. Companies\u2019 flexible work hours have been appealing to many workers who appreciate the flexibility that these jobs provide, either as a full-time job or a way to make supplemental income. According to Herzberg\u2019s motivator-hygiene theory, what effect might Uber and Lyft\u2019s work environment have on employee? (Credit: Alfredo Mendez\/ flickr\/ Attribution 2.0 Generic (CC BY 2.0))[\/caption]\r\n\r\n<\/div>\r\n

    Although Herzberg<\/span>\u2019s ideas have been widely read and his recommendations implemented at numerous companies over the years, there are some very legitimate concerns about Herzberg<\/span>\u2019s work. Although his findings have been used to explain employee motivation, in fact his studies focused on job satisfaction, a different (though related) concept from motivation. Other criticisms focus on the unreliability of Herzberg<\/span>\u2019s methodology, the fact that the theory ignores the impact of situational variables, and the assumed relationship between satisfaction and productivity. Nevertheless, the questions raised by Herzberg about the nature of job satisfaction and the effects of intrinsic and extrinsic factors on employee behavior have proved a valuable contribution to the evolution of theories of motivation and job satisfaction.<\/p>\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n\r\n
    Table 9.2<\/caption>\r\n
    Herzberg\u2019s Motivating and Hygiene Factors<\/th>\r\n<\/tr>\r\n
    Motivating Factors<\/th>\r\nHygiene Factors<\/th>\r\n<\/tr>\r\n<\/thead>\r\n
    Achievement<\/td>\r\nCompany policy<\/td>\r\n<\/tr>\r\n
    Recognition<\/td>\r\nSupervision<\/td>\r\n<\/tr>\r\n
    Work itself<\/td>\r\nWorking conditions<\/td>\r\n<\/tr>\r\n
    Responsibility<\/td>\r\nInterpersonal relationships at work<\/td>\r\n<\/tr>\r\n
    Advancement<\/td>\r\nSalary and benefits<\/td>\r\n<\/tr>\r\n
    Growth<\/td>\r\nJob security<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\n
    \r\n
    \r\n

    Key Takeaways<\/h3>\r\n
    \r\n
      \r\n \t
    1. What is Herzberg\u2019s theory, and how does it relate to an understanding of motivation?<\/li>\r\n \t
    2. How can a manager use an understanding of Herzberg\u2019s theory to motivate employees?<\/li>\r\n \t
    3. What are the limitations of Herzberg\u2019s theory?<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n<\/div>\r\n
      \r\n

      Summary of Learning Outcomes<\/h3>\r\n
        \r\n \t
      1. What are the basic components of Herzberg\u2019s motivator-hygiene theory?<\/li>\r\n<\/ol>\r\nFrederick Herzberg\u2019s studies indicated that certain job factors are consistently related to employee job satisfaction whereas others can create job dissatisfaction. According to Herzberg, motivating factors (also called satisfiers) are primarily intrinsic job elements that lead to satisfaction, such as achievement, recognition, the (nature of) work itself, responsibility, advancement, and growth. What Herzberg termed hygiene factors (also called dissatisfiers) are extrinsic elements of the work environment such as company policy, relationships with supervisors, working conditions, relationships with peers and subordinates, salary and benefits, and job security. These are factors that can result in job dissatisfaction if not well managed. One of the most interesting results of Herzberg\u2019s studies was the implication that the opposite of satisfaction is not dissatisfaction. Herzberg believed that proper management of hygiene factors could prevent employee dissatisfaction, but that these factors could not serve as a source of satisfaction or motivation.\r\n\r\n<\/div>\r\n
        \r\n

        Glossary<\/h3>\r\n
        \r\n \t
        hygiene factors<\/dt>\r\n \t
        Extrinsic elements of the work environment that do not serve as a source of employee satisfaction or motivation.<\/dd>\r\n<\/dl>\r\n
        \r\n \t
        motivating factors<\/dt>\r\n \t
        Intrinsic job elements that lead to worker satisfaction.<\/dd>\r\n<\/dl>\r\n<\/div>","rendered":"
          \n
        1. What are the basic components of Herzberg\u2019s motivator-hygiene theory?<\/li>\n<\/ol>\n

          Another important contribution to our understanding of individual motivation came from Frederick Herzberg<\/span>\u2019s studies, which addressed the question, \u201cWhat do people really want from their work experience?\u201d In the late 1950s, Herzberg surveyed numerous employees to find out what particular work elements made them feel exceptionally good or bad about their jobs. The results indicated that certain job factors are consistently related to employee job satisfaction, while others can create job dissatisfaction. According to Herzberg<\/span>, motivating factors<\/strong><\/span> (also called job satisfiers<\/em>) are primarily intrinsic job elements that lead to satisfaction. Hygiene factors<\/strong><\/span> (also called job dissatisfiers<\/em>) are extrinsic elements of the work environment. A summary of motivating and hygiene factors appears in (Figure)<\/a><\/strong>.<\/p>\n

          One of the most interesting results of Herzberg\u2019s studies was the implication that the opposite of satisfaction is not dissatisfaction. Herzberg believed that proper management of hygiene factors could prevent employee dissatisfaction, but that these factors could not serve as a source of satisfaction or motivation. Good working conditions, for instance, will keep employees at a job but won\u2019t make them work harder. But poor working conditions, which are job dissatisfiers, may make employees quit. According to Herzberg, a manager who wants to increase employee satisfaction needs to focus on the motivating factors, or satisfiers. A job with many satisfiers will usually motivate workers, provide job satisfaction, and prompt effective performance. But a lack of job satisfiers doesn\u2019t always lead to dissatisfaction and poor performance; instead, a lack of job satisfiers may merely lead to workers doing an adequate job, rather than their best.<\/p>\n

          \n
          \"A<\/p>\n

          Exhibit 9.5<\/strong> Flexibility has been a competitive advantage for ride-sharing companies like Uber and Lyft. Companies\u2019 flexible work hours have been appealing to many workers who appreciate the flexibility that these jobs provide, either as a full-time job or a way to make supplemental income. According to Herzberg\u2019s motivator-hygiene theory, what effect might Uber and Lyft\u2019s work environment have on employee? (Credit: Alfredo Mendez\/ flickr\/ Attribution 2.0 Generic (CC BY 2.0))<\/p>\n<\/div>\n<\/div>\n

          Although Herzberg<\/span>\u2019s ideas have been widely read and his recommendations implemented at numerous companies over the years, there are some very legitimate concerns about Herzberg<\/span>\u2019s work. Although his findings have been used to explain employee motivation, in fact his studies focused on job satisfaction, a different (though related) concept from motivation. Other criticisms focus on the unreliability of Herzberg<\/span>\u2019s methodology, the fact that the theory ignores the impact of situational variables, and the assumed relationship between satisfaction and productivity. Nevertheless, the questions raised by Herzberg about the nature of job satisfaction and the effects of intrinsic and extrinsic factors on employee behavior have proved a valuable contribution to the evolution of theories of motivation and job satisfaction.<\/p>\n\n\n\n\n\n\n\n\n\n\n\n
          Table 9.2<\/caption>\n
          Herzberg\u2019s Motivating and Hygiene Factors<\/th>\n<\/tr>\n
          Motivating Factors<\/th>\nHygiene Factors<\/th>\n<\/tr>\n<\/thead>\n
          Achievement<\/td>\nCompany policy<\/td>\n<\/tr>\n
          Recognition<\/td>\nSupervision<\/td>\n<\/tr>\n
          Work itself<\/td>\nWorking conditions<\/td>\n<\/tr>\n
          Responsibility<\/td>\nInterpersonal relationships at work<\/td>\n<\/tr>\n
          Advancement<\/td>\nSalary and benefits<\/td>\n<\/tr>\n
          Growth<\/td>\nJob security<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
          \n
          \n

          Key Takeaways<\/h3>\n
          \n
            \n
          1. What is Herzberg\u2019s theory, and how does it relate to an understanding of motivation?<\/li>\n
          2. How can a manager use an understanding of Herzberg\u2019s theory to motivate employees?<\/li>\n
          3. What are the limitations of Herzberg\u2019s theory?<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<\/div>\n
            \n

            Summary of Learning Outcomes<\/h3>\n
              \n
            1. What are the basic components of Herzberg\u2019s motivator-hygiene theory?<\/li>\n<\/ol>\n

              Frederick Herzberg\u2019s studies indicated that certain job factors are consistently related to employee job satisfaction whereas others can create job dissatisfaction. According to Herzberg, motivating factors (also called satisfiers) are primarily intrinsic job elements that lead to satisfaction, such as achievement, recognition, the (nature of) work itself, responsibility, advancement, and growth. What Herzberg termed hygiene factors (also called dissatisfiers) are extrinsic elements of the work environment such as company policy, relationships with supervisors, working conditions, relationships with peers and subordinates, salary and benefits, and job security. These are factors that can result in job dissatisfaction if not well managed. One of the most interesting results of Herzberg\u2019s studies was the implication that the opposite of satisfaction is not dissatisfaction. Herzberg believed that proper management of hygiene factors could prevent employee dissatisfaction, but that these factors could not serve as a source of satisfaction or motivation.<\/p>\n<\/div>\n

              \n

              Glossary<\/h3>\n
              \n
              hygiene factors<\/dt>\n
              Extrinsic elements of the work environment that do not serve as a source of employee satisfaction or motivation.<\/dd>\n<\/dl>\n
              \n
              motivating factors<\/dt>\n
              Intrinsic job elements that lead to worker satisfaction.<\/dd>\n<\/dl>\n<\/div>\n\n\t\t\t
              \n\t\t\t

              Candela Citations<\/h3>\n\t\t\t\t\t
              \n\t\t\t\t\t\t
              \n\t\t\t\t\t\t\t
              CC licensed content, Shared previously<\/div>