Scribd
Upload
4 views

Write-Up_Management_Two-Factor-Theory

Frederick Herzberg's Two-Factor Theory, developed in 1959, distinguishes between hygiene factors (extrinsic motivators) that prevent dissatisfaction and motivation factors (intrinsic motivators) that enhance satisfaction in the workplace. The theory posits that job satisfaction and dissatisfaction are independent constructs, influenced by separate factors, and emphasizes the importance of addressing both to foster employee motivation. By balancing these factors, organizations can create a more engaged and productive workforce.

Uploaded by

chester galao-ey
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
4 views

Write-Up_Management_Two-Factor-Theory

Frederick Herzberg's Two-Factor Theory, developed in 1959, distinguishes between hygiene factors (extrinsic motivators) that prevent dissatisfaction and motivation factors (intrinsic motivators) that enhance satisfaction in the workplace. The theory posits that job satisfaction and dissatisfaction are independent constructs, influenced by separate factors, and emphasizes the importance of addressing both to foster employee motivation. By balancing these factors, organizations can create a more engaged and productive workforce.

Uploaded by

chester galao-ey
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 6

Two-Factor Theory by Frederick Herzberg

Brief Introduction of the Proponent


 Frederick Herzberg (1923–2000)
- He is an American psychologist and was an influential clinical psychologist and
management theorist.
- Regarded as one of the great original thinkers in management and motivational
theory. Herzberg set out to determine the effect of attitude on motivation, by
simply asking people to describe the times when they felt really good, and 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 inadequate.
- Herberg is best known for his work on motivation in the workplace, particularly his
development of the Two-Factor Theory, which hypothesized that there are two
different sets of factors governing job satisfaction and job
dissatisfaction: “hygiene factors,” or extrinsic motivators and “motivation factors,”
or intrinsic motivators.
- Herzberg’s academic career included roles at Case Western Reserve University
and the University of Utah, where he focused on industrial mental health and
management psychology. His groundbreaking book The Motivation to Work
(1959) laid the foundation for his theory, which remains a cornerstone in
organizational behavior and management studies.

Brief History of the Theory


 TWO-FACTOR THEORY
- Also known as the Motivation-Hygiene Theory
- It was developed in 1959 after Herzberg and his colleagues conducted a study
involving 200 engineers and accountants in Pittsburgh. Participants were asked
to recall events that made them feel satisfied or dissatisfied with their jobs.
Herzberg concluded that job satisfaction and dissatisfaction are influenced by two
distinct sets of factors: motivators and hygiene factors. This contradicted
earlier views that satisfaction and dissatisfaction existed on a single continuum.
Instead, Herzberg argued that these are independent constructs, each driven by
separate antecedents.

Explanation of the Components of the Theory and Workplace Applications


Herzberg’s Two-Factor Theory identifies two categories of workplace factors:
1. Hygiene factors, or extrinsic motivators,
- Tend to represent more tangible, basic needs which are the kinds of needs
included in the existence category of needs in the ERG theory or the lower levels
of Maslow’s hierarchy of needs.
- Extrinsic motivators include status, job security, salary, and fringe benefits.
Managers need to realize that not providing the appropriate and expected
extrinsic motivators will sow dissatisfaction and decrease motivation among
employees.
- Application in the Workplace:
o Addressing Hygiene Factors:
o Example: A company ensures competitive salaries, safe working
environments, and clear policies to prevent dissatisfaction
o Application: An organization might upgrade office facilities or improve
communication channels to address employee grievances.

2. Motivation factors, or intrinsic motivators


- Tend to represent less tangible, more emotional needs which are the kinds of
needs identified in the “relatedness” and “growth” categories of needs in the ERG
theory and the higher levels of Maslow’s hierarchy of needs.
- Intrinsic motivators include challenging work, recognition, relationships, and
growth potential. Managers need to recognize that while these needs may fall
outside the more traditional scope of what a workplace ought to provide, they can
be critical to strong individual and team performance.
- Application in the Workplace:
o Enhancing Motivators:
Example: Recognizing employees for their achievements through
awards or promotions.
Application: A manager might assign challenging projects to
employees who seek personal growth, fostering a sense of
achievement.
*By balancing hygiene factors to eliminate dissatisfaction and emphasizing motivators to
enhance satisfaction, organizations can create a more engaged workforce.

*The factor that differentiates two-factor theory from the others is the role of
employee expectations. According to Herzberg, intrinsic motivators and extrinsic motivators
have an inverse relationship. That is, intrinsic motivators tend to increase motivation when
they are present, while extrinsic motivators tend to reduce motivation when they are absent.
This is due to employees’ expectations. Extrinsic motivators (example: 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 (example: challenging work,
growth potential), on the other hand, can be a source of additional motivation when they are
available.
I. Introduction
Good day, everyone. Today, I will be presenting Frederick Herzberg's Two-Factor
Theory, one of the most influential theories in the field of workplace motivation
and management. This theory continues to play a vital role in understanding
employee satisfaction and how to foster a productive working environment.
II. Brief Introduction of the Proponent
First, let me introduce Frederick Herzberg (1923–2000).
Herzberg was an American psychologist and a renowned management theorist.
He is considered one of the leading thinkers in motivational theory.
Herzberg's major contribution was his deep study on employee motivation,
where he explored what makes people feel satisfied or dissatisfied with their
jobs.
His most famous work, "The Motivation to Work", published in 1959, laid the
foundation for the Two-Factor Theory. Herzberg also served in academic roles at
Case Western Reserve University and the University of Utah, focusing on
industrial mental health and management psychology.
III. Brief History of the Theory
Now, let’s move on to the history of the Two-Factor Theory, also known as the
Motivation-Hygiene Theory.
In 1959, Herzberg and his colleagues conducted a study involving 200 engineers
and accountants in Pittsburgh. These participants were asked to describe
situations when they felt satisfied or dissatisfied with their jobs.
From this study, Herzberg discovered that job satisfaction and dissatisfaction are
influenced by two separate sets of factors:
Motivators — which cause satisfaction.
Hygiene Factors — which cause dissatisfaction when absent but do not
necessarily improve satisfaction when present.
This finding was significant because, contrary to earlier beliefs, job satisfaction
and dissatisfaction are not on the same scale — they are independent of each
other.
IV. Explanation of the Components and Workplace Applications
Herzberg’s Two-Factor Theory identifies two categories:
1. Hygiene Factors (Extrinsic Motivators)
These are basic and tangible needs, such as:
Salary
Job security
Company policies
Working conditions
Fringe benefits
If these are not properly addressed, they cause dissatisfaction, but if provided,
they do not necessarily motivate employees — they only prevent dissatisfaction.

Workplace Application:

Example: A company providing competitive salaries, safe environments, and


clear company policies.
Application: Upgrading office facilities or improving communication to address
employee concerns.
2. Motivation Factors (Intrinsic Motivators)
These are emotional and psychological needs, such as:
Challenging work
Recognition
Achievement
Growth and advancement opportunities
These factors, when present, increase employee motivation and satisfaction.

Workplace Application:

Example: Recognizing employees' achievements through awards or promotions.


Application: Managers assigning challenging projects to employees who seek
growth.
V. Key Insight: Role of Employee Expectations
An important insight of Herzberg’s theory is the role of employee expectations.

Extrinsic motivators are usually expected, so they do not motivate when present
but will dissatisfy when absent.
Intrinsic motivators are not always expected but greatly enhance motivation and
satisfaction when present.
Thus, organizations must balance both factors:

Address hygiene factors to avoid dissatisfaction.


Focus on motivation factors to improve satisfaction and performance.
VI. Conclusion
In summary, Frederick Herzberg’s Two-Factor Theory gives us valuable insights
into how to motivate employees effectively.
By ensuring that hygiene factors are in place and focusing on motivation factors,
organizations can create a more engaged and productive workforce.

Thank you for listening.

You might also like