Herzberg
The Two Factor Theory
The Investigation
Herzberg investigated the behaviour of
American white collar workers.
He wanted to discover if professional workers
were being motivated by a range of factors.
The main investigations were carried out using
surveys and monitoring of workplace
practice and behaviour.
Findings
Herzberg found that not all factors motivate,
employees had expectations of treatment
in work, and if these expectations were
absent it led to de-motivation. So he
argued that people’s satisfaction and
dissatisfaction are influenced by two
independent sets of factors — which he
named  motivation factors and
 hygiene factors.
The Two Factor Theory, assumes that job
satisfaction and job dissatisfaction are
distinct from each other, and therefore
must be dealt with separately
Motivators can motivate, but only if employers
ensure that there are no de-motivating factors in
place - that is hygiene factors are satisfied.
Hygiene Factors
• Supervisors
• Working conditions
• Working relations
• Pay and security
• Company policies and
administration
Hygiene factors must be present to avoid dissatisfaction –
but they do not lead to satisfaction, or motivate
Control and close
Unsafe and
uncomfortable
Management by
intimidation
Low pay, fear of
redundancy
Supervisors
Hands-off and friendly
Working conditions
Safe and comfortable
Working relations
Pay and security
Encouragement of social
Activities and friendly
workplace
Secure in jobs, well
paid
Unclear, and Company policies and administration
arbitrary
Dissatisfaction
Clear and
consistent
No dissatisfaction
motivationFactors
factors
Motivation
• Achievement
• Recognition
• Interesting and challenging work
• Responsibility
• Promotion and growth in
responsibilities
The motivators must be present if satisfaction
is to be gained from work done
Satisfaction
No satisfaction
Recognized and rewarded- Achievement – Ignored and unrewarded
Communication and involvement- Recognition – Passed instructions and orders
Effective task design, -The work itself – Repetitive, undemanding
a job that grows
Complete tasks, empowerment – Responsibility – Hierarchical, monitoring
Training, and promotion - Advancement – Stuck in a rut
and growth
Managers must be aware that
Motivators are more important to job satisfaction
than hygiene factors

Job design is more important than job title Job design consists of a job’s tasks, the methods
used to complete the tasks, and how the job relates
to others in the organization

For motivation to occur, hygiene factors must
first be in place

Training and communication are key parts of
motivation

Criticisms
No awareness shown of importance of group
work
Investigation only into professional workers
Hygiene factors are difficult to maintain in
uncertain economic times
Costs of maintaining motivators
Maslow
Maslow’s hierarchy
Vs.
Herzberg
Herzberg’s two-factor theory
Motivators
Self-actualization
Achievement – rewards, promotion
Recognition – communication, rewards
Responsibility - empowerment
Self Esteem
Social
Safety
Advancement - training
The job itself – interesting, challenging
Hygiene Factors
Working relations – group work, friendly
environment
Supervision – allows freedom
Company policies – understandable and
fair, contract of employment
Physiological
Working conditions – pleasant, safe
environment
Salary – decent wage level