What is Herzberg’s two-factor theory?
Herzberg’s two-factor theory holds that the factors that produce job satisfaction are different from those that produce job dissatisfaction. It is also called motivation-hygiene theory. American psychologist Frederick Herzberg, with Bernard Mausner and Barbara Snyderman, set it out in The Motivation to Work (1959).
- Meaning
- Satisfiers and dissatisfiers are different factors
- Proposed by
- Frederick Herzberg (1959)
- Two factors
- Motivators (satisfiers), hygiene factors (dissatisfiers)
- Application
- Job enrichment
The Pittsburgh study
Herzberg’s team interviewed about 200 engineers and accountants in the Pittsburgh area using the critical incident technique, asking them to describe times they felt exceptionally good or bad about their jobs. Good episodes mostly involved the work itself; bad episodes mostly involved the surrounding environment.
| Factor | Examples | Effect |
|---|---|---|
| Motivators | Achievement, recognition, the work itself, responsibility, advancement, growth | Their presence increases satisfaction and motivation |
| Hygiene factors | Company policy, supervision, interpersonal relations, working conditions, salary, job security | Their absence causes dissatisfaction; their presence does not create satisfaction |
Satisfaction and dissatisfaction are not opposites
Will a pay raise keep employees working harder? Herzberg argued that the opposite of satisfaction is not dissatisfaction but "no satisfaction," and the opposite of dissatisfaction is "no dissatisfaction." Improving hygiene factors like pay or working conditions reduces complaints, but does not by itself sustain motivation. Lasting motivation, he argued, comes from motivators rooted in the work itself, such as achievement, recognition and responsibility.
In a 1968 Harvard Business Review article, Herzberg advocated job enrichment: adding responsibility and autonomy, not just more tasks.
Comparison with Maslow
| Maslow’s hierarchy | Herzberg’s factors |
|---|---|
| Physiological, safety, belonging needs | Broadly linked to hygiene factors |
| Esteem, self-actualization needs | Broadly linked to motivators |
Applying it at work
Fair pay, reasonable hours and job security matter for reducing dissatisfaction, but engagement also requires meaningful work, feedback and recognition, and growth opportunities. See psychological safety, emotional labor and social exchange theory.
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Criticisms
Critics note a possible self-serving bias in the interview method: people credit themselves for good events and blame the environment for bad ones. Others point out that pay can act as a motivator for some people.
Frequently asked questions
- What is Herzberg’s two-factor theory?
- A theory that motivators raising job satisfaction differ from hygiene factors that prevent dissatisfaction.
- What are examples of each?
- Motivators: achievement, recognition, the work itself, responsibility, advancement, growth. Hygiene factors: company policy, supervision, relationships, working conditions, salary, job security.
- Doesn’t a raise motivate people?
- According to Herzberg, a raise reduces dissatisfaction but rarely creates lasting motivation by itself.
References
- Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. John Wiley & Sons.
- Herzberg, F. (1968). One more time: How do you motivate employees? Harvard Business Review, 46(1), 53–62.