{"id":9651,"date":"2017-01-21T06:27:24","date_gmt":"2017-01-21T06:27:24","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/masterybusiness2xngcxmasterspring2016\/?post_type=chapter&p=9651"},"modified":"2019-01-05T01:41:42","modified_gmt":"2019-01-05T01:41:42","slug":"reading-two-factor-theory","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wmintrobusiness\/chapter\/reading-two-factor-theory\/","title":{"raw":"Reading: Herzberg's Two-Factor Theory","rendered":"Reading: Herzberg’s Two-Factor Theory"},"content":{"raw":"\"Photo<\/a>\r\n\r\nAmerican psychologist Frederick Herzberg<\/strong> is regarded as one of the great original thinkers in management and motivational theory.\u00a0<\/span>Herzberg set out to determine the effect of attitude on motivation, by simply asking people to describe the times when\u00a0they felt really good, and really bad, about their jobs. What he found was that people who felt good about their jobs gave very different responses from the people who felt bad. <\/span>\r\n\r\nThe results from this inquiry form the basis of Herzberg's Motivation-Hygiene Theory (sometimes known as Herzberg's \"Two Factor Theory\"<\/strong>). Published in his famous article, \"One More Time: How do You Motivate Employees,\"\u00a0the conclusions he drew were extraordinarily influential, and still form the bedrock of good motivational practice nearly half a century later. He's especially recognized\u00a0for his two-factor theory, which hypothesized that are two different sets of factors governing job satisfaction and job dissatisfaction:\u00a0 \"hygiene factors,\" or extrinsic motivators and \"motivation factors,\" or intrinsic motivators.\r\n\r\nHygiene factors<\/strong>, or extrinsic motivators, tend to represent more tangible, basic needs\u2014i.e., the kinds of needs included\u00a0in the existence category of needs in the\u00a0ERG theory or in the lower levels of Maslow's hierarchy of needs. Extrinsic motivators include status, job security, salary, and fringe benefits. It's important for managers to\u00a0realize that not providing the appropriate and expected extrinsic motivators will sow dissatisfaction and decrease motivation among employees.\r\n\r\nMotivation factors,<\/strong> or intrinsic motivators, tend to represent less tangible, more emotional needs\u2014i.e., the kinds of needs identified in the\u00a0\"relatedness\" and \"growth\" categories of needs in the\u00a0ERG theory and in the higher levels of Maslow's hierarchy of needs. Intrinsic motivators include challenging work, recognition, relationships, and growth potential. Managers need to\u00a0recognize that while these needs may fall outside the more traditional scope of what a\u00a0workplace ought to\u00a0provide, they can be critical\u00a0to strong individual and team performance.\r\n\r\nThe factor that differentiates two-factor theory from the others we've discussed is the role\u00a0of employee expectations<\/em>. According to Herzberg, intrinsic motivators and extrinsic motivators have an inverse relationship. That is,\u00a0intrinsic motivators tend to increase\u00a0motivation when they are present, while extrinsic motivators tend to reduce motivation when they are absent. This is due\u00a0to employees' expectations. Extrinsic motivators (e.g., salary, benefits) are expected, so they won't increase motivation when they are in place, but they will cause dissatisfaction when they are missing. Intrinsic motivators (e.g., challenging work, growth potential), on the other hand, can be a source of additional motivation when they are available.\r\n\r\n\"Chart<\/a>\r\n\r\nIf management wants to increase employees' job satisfaction, they should be concerned with the nature of the work itself\u2014the 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\u2014policies, procedures, supervision, and working conditions. To ensure a satisfied and productive workforce, managers must pay attention to both sets of job factors.\r\n\r\nWatch the following videos to hear\u00a0these principles explained\u00a0by Frederick Herzberg himself (in a smoke-filled 1970s lecture theater no less!).\r\n\r\nhttps:\/\/youtu.be\/o87s-2YtG4Y\r\n\r\nhttps:\/\/youtu.be\/gtYi4102OvU\r\n\r\n ","rendered":"

\"Photo<\/a><\/p>\n

American psychologist Frederick Herzberg<\/strong> is regarded as one of the great original thinkers in management and motivational theory.\u00a0<\/span>Herzberg set out to determine the effect of attitude on motivation, by simply asking people to describe the times when\u00a0they felt really good, and really bad, about their jobs. What he found was that people who felt good about their jobs gave very different responses from the people who felt bad. <\/span><\/p>\n

The results from this inquiry form the basis of Herzberg’s Motivation-Hygiene Theory (sometimes known as Herzberg’s “Two Factor Theory”<\/strong>). Published in his famous article, “One More Time: How do You Motivate Employees,”\u00a0the conclusions he drew were extraordinarily influential, and still form the bedrock of good motivational practice nearly half a century later. He’s especially recognized\u00a0for his two-factor theory, which hypothesized that are two different sets of factors governing job satisfaction and job dissatisfaction:\u00a0 “hygiene factors,” or extrinsic motivators and “motivation factors,” or intrinsic motivators.<\/p>\n

Hygiene factors<\/strong>, or extrinsic motivators, tend to represent more tangible, basic needs\u2014i.e., the kinds of needs included\u00a0in the existence category of needs in the\u00a0ERG theory or in the lower levels of Maslow’s hierarchy of needs. Extrinsic motivators include status, job security, salary, and fringe benefits. It’s important for managers to\u00a0realize that not providing the appropriate and expected extrinsic motivators will sow dissatisfaction and decrease motivation among employees.<\/p>\n

Motivation factors,<\/strong> or intrinsic motivators, tend to represent less tangible, more emotional needs\u2014i.e., the kinds of needs identified in the\u00a0“relatedness” and “growth” categories of needs in the\u00a0ERG theory and in the higher levels of Maslow’s hierarchy of needs. Intrinsic motivators include challenging work, recognition, relationships, and growth potential. Managers need to\u00a0recognize that while these needs may fall outside the more traditional scope of what a\u00a0workplace ought to\u00a0provide, they can be critical\u00a0to strong individual and team performance.<\/p>\n

The factor that differentiates two-factor theory from the others we’ve discussed is the role\u00a0of employee expectations<\/em>. According to Herzberg, intrinsic motivators and extrinsic motivators have an inverse relationship. That is,\u00a0intrinsic motivators tend to increase\u00a0motivation when they are present, while extrinsic motivators tend to reduce motivation when they are absent. This is due\u00a0to employees’ expectations. Extrinsic motivators (e.g., salary, benefits) are expected, so they won’t increase motivation when they are in place, but they will cause dissatisfaction when they are missing. Intrinsic motivators (e.g., challenging work, growth potential), on the other hand, can be a source of additional motivation when they are available.<\/p>\n

\"Chart<\/a><\/p>\n

If management wants to increase employees’ job satisfaction, they should be concerned with the nature of the work itself\u2014the 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\u2014policies, procedures, supervision, and working conditions. To ensure a satisfied and productive workforce, managers must pay attention to both sets of job factors.<\/p>\n

Watch the following videos to hear\u00a0these principles explained\u00a0by Frederick Herzberg himself (in a smoke-filled 1970s lecture theater no less!).<\/p>\n