Herzberg’s theory of hygiene factors and motivators (satisfaction and motivation in the workplace)

In 1959 Frederick Herzberg published, with Bernard Mausner and Barbara Snyderman, the study “The Motivation to Work,” in which he analyzed workers’ answers about positive and negative feelings in the work environment.

According to his research, the main factors that led to positive feelings concerned the work itself, while the negative ones were more closely tied to the work environment.

1. Motivators: the factors that lead to the worker’s satisfaction and push them to work better and reach their goals. They concern in particular the pleasure of doing one’s job, recognition for one’s work, career advancement, involvement in company decisions, etc. (from no satisfaction to satisfaction)
2. Hygiene factors: elements that can lead to a lack of motivation and to dissatisfaction. They have more to do with relationships with colleagues and managers, disagreement with company policies, low pay, etc. (from no dissatisfaction to dissatisfaction)

What Herzberg hypothesized in 1959, and what is still given only limited consideration, is that the two sets of factors work independently. Motivators lead to an increase in employee satisfaction and motivation, but their absence leads to no satisfaction rather than to dissatisfaction. The presence of hygiene factors does not seem to increase satisfaction and motivation directly, but their absence causes an increase in dissatisfaction.

The concept of satisfaction versus no satisfaction and dissatisfaction versus no dissatisfaction is the cornerstone of this theory, since for Herzberg satisfaction and dissatisfaction are not opposites but different parameters.

It is interesting to note that external pressure does not appear among the possible motivators. The “dressing-down” given to a salesperson who misses the target is in no way a motivator; at most it falls among the hygiene factors (which can only have negative effects). It is important to understand that any positive effect of external pressure, punishment, or coercion will be temporary and in many cases will also have repercussions on the demotivating hygiene factors. So if I am aggressive toward someone who works for me, I may push them to do a little more in the short term, but the effect will not last, and at the same time I will have created a demotivating effect (and that one does last).

To what extent can money count as a motivator?

Herzberg acknowledged the complexity of the pay question and concluded that money is not a motivator. As for satisfaction, a meta-analysis of 92 independent samples found that pay level is only marginally related to job satisfaction, with a correlation of 0.15 (Judge and colleagues, 2010). Even a pay raise would have a palliative effect in the short run, but in the medium to long term the person’s dissatisfaction or lack of motivation would return to its previous level.

Application

The logical conclusion is that it is necessary to work on both fronts to obtain appreciable results in satisfaction, self-esteem, self-efficacy, and consequently in work results. These effects are in turn motivators and are therefore self-reinforcing.

It is therefore necessary to focus on the single individual, because each person has their own perception of the motivating and demotivating factors and of their importance. The first task will be to remove the problems that cause dissatisfaction, since results on the motivating factors remain very modest unless the demotivating ones are addressed first.

Reducing dissatisfaction

• Set simple, constructive company policies but, above all, explain them and accept criticism;
• Create occasions for dialogue with superiors that are not aimed at reviewing the employee’s work;
• Define effective tools for supervision and support;
• Create and sustain a culture of respect and collaboration within the team;
• Define roles and tasks clearly;
• Check pay levels and discuss them with employees;
• Keep the focus on workplace safety.

These points (and others that employees might raise) need to be resolved, because they can undermine any motivational initiative. Some of them are often underestimated, but they are all very important and should be discussed with employees (at this stage, open discussion is essential).

Increasing motivation

• Offer room for growth and career development;
• Provide training that allows people to progress;
• Define rewarding goals that match the worker’s skills and abilities;
• Reward good results publicly and acknowledge the work done;
• Give people room. Delegate, and then do not interfere unless strictly necessary. The effect of false delegation (granted in words and taken back in practice) is negative for motivation and leads to a substantial increase in dissatisfaction.

It is therefore important to act on many fronts and to give people the chance to say what the hygiene factors are for them before turning to the motivators.

Alberto Viotto