F. Herzberg’s Two-Factor Theory of Motivation

During the 1950s, Frederick Herzberg proposed a theory of employ-

ee motivation based on satisfaction. His theory implied that a satisfied

employee is motivated from within to work harder but that a dissatis-

fied employee is not self-motivated. Herzberg’s research uncovered two

classes of factors associated with employee satisfaction and dissatisfac-

tion, and so his theory has come to be called the two-factor theory.

Dissatisfiers (Factors mentioned Satisfiers (Factors mentioned

most often by dissatisfied workers) most often by satisfied workers)

1. Company policy and administration. 1. Achievement.

2. Supervision. 2. Recognition.

3. Relationship with supervisor. 3. Work itself.

4. Work conditions. 4. Responsibility.

5. Salary. 5. Advancement.

6. Relationship with peers. 6. Growth.

7. Personal life.

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8. Relationship with subordinates.

9. Status.

10. Security.

Dissatisfiers and satisfiers. Herzberg composed his list of dissatisfiers

by asking a sample of about 200 accountants and engineers to describe

job situations in which they felt exceptionally bad about their jobs. An

analysis of their responses revealed a consistent pattern. Dissatisfaction

tended to be associated with complaints about the job context or factors

in the immediate work environment.

Herzberg then drew up his list of satisfiers, factors responsible for

self-motivation, by asking the same accountants and engineers to de-

scribe job situations in which they had felt exceptionally good about

their jobs. Again, a consistent pattern of response was noted, but this

time, different factors were described. Herzberg observed that these sat-

isfiers centered on the nature of the task itself. In other words, employ-

ees appeared to be motivated by job content, that is, what they actually

did all day long. Herzberg concluded that enriched jobs were the key to

self-motivation. In other words, the work itself, rather than pay, super-

vision, or other environmental factors, was the key to satisfaction and

hence motivation.

Practical lessons from Herzberg’s theory. By insisting that satisfaction

is not the opposite to dissatisfaction, Herzberg encouraged managers to

think carefully about what actually motivates employees. According to

Herzberg, “the opposite of job satisfaction is not job dissatisfaction but,

rather, no job satisfaction; and similarly, the opposite of job dissatisfac-

tion is not job satisfaction, but no dissatisfaction”. But the elimination

of dissatisfaction, according to Herzberg, is not the same as truly mo-

tivating someone. An additional step is required. He feels that it takes

meaningful, interesting, and challenging work to satisfy and motivate

employees. He is convinced that money is a weak motivational tool be-

cause the best it can do is to eliminate dissatisfaction.

Like Maslow, Herzberg has triggered lively debate among motivation

theorists. His assumption that job performance improves as satisfaction

increases has been criticized for having a weak empirical basis. Others

have found that one person’s dissatisfier may be another’s satisfier (for

example, money). Nonetheless, Herzberg has made a useful contribu-

tion to motivation theory by emphasizing the motivating potential of

enriched work.

1. What is the basis of F. Herzberg’s theory of employee motivation?

2. What are dissatisfiers and satisfiers? Speak on each of them.

3. What are practical lessons from Herzberg’s theory?

4. What is F. Herzberg’s theory criticized for? Have you got any of

your criticisms?

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