The Frederick Herzberg Motivation-Hygiene Theory draws a connection between attitude and motivation. To put things simply, a motivated employee is more likely to be productive. An unmotivated employee is less likely to be productive. This theory was created to offer an explanation for either the satisfaction or dissatisfaction that is being experienced.
Herzberg lists the items that create satisfaction as “motivators.” The items that create dissatisfaction are called “hygiene factors.” These descriptions show that there are maintenance factors that are necessary to avoid so that dissatisfaction is not experienced, but the factors only affect a job attitude.
What Are the Factors Which Lead to Satisfaction?
When there are these 6 primary factors available to an employee, then they are more likely to have a positive reaction and be more productive because they are more satisfied.
- Achievement. This factor allows an employee to work with a team or independently and be responsible for completing specific tasks.
- Recognition. This factor provides for an employee to receive credit for the work they are able to product.
- Environment. Sometimes the type of work that is being done can have a positive influence on the worker, such as providing counseling services or being a social worker.
- Responsibility. When this factor is present within a workplace, it communicates to the employee that they are trusted to get the job done.
- Advancement. This factor gives workers an opportunity to “get ahead,” providing hope for more money, better benefits, and other advantages in future days if they work hard enough.
- Growth. A satisfying job allows people to grow as individuals as the come together as a team with their daily responsibilities.
What Are the Factors Which Lead to Dissatisfaction?
There are 6 primary factors that can also lead to dissatisfaction if they are found within the working environment.
- Policies and Procedures. There are times when a policy or procedure restricts an employee from accomplishing what they perceive to be a needed task.
- Supervision. At some level, most people do not like being told what to do. Having direct supervision over an assigned task can also communicate a lack of trust to an employee.
- Poor Management Relationships. Most people quit their job because they have a bad boss. A poor management relationship can put a heavy strain on an employee and lead to high levels of dissatisfaction.
- Working Conditions. If the conditions at a workplace make it difficult to accomplish tasks, then a worker will feel dissatisfied. This may include the physical environment, the tools that are used to accomplish a task, or the amount of space a worker may be assigned.
- Money. If a worker feels like they are working harder than others, but aren’t being compensated for that work, then they will likely reduce their personal productivity.
Peer Relationships. A poor relationship with co-workers creates dissatisfaction because those disagreements become a reflection on the team’s productivity.
Why Are These Feelings Important to Job Attitudes?
Herzberg proposes these differing factors because feeling satisfied at work is not the opposite of feeling dissatisfied. Both sets of primary factors show that there are two distinct sets of needs that people focus upon when going to work. There is a need to be recognized for one’s work and to feel proud when a job is completed.
There is also a need to earn enough money in proper working conditions to support oneself and a worker’s family.
This means the management of an organization must be able to provide the factors that promote satisfaction while avoiding the factors that promote dissatisfaction. Since the nature of a job can vary, with some dissatisfaction factors perhaps necessary, the focus must be on providing a balance between the two.
An employee may require direct supervision. They may feel that they aren’t paid enough. With enough recognition and responsibility, however, the satisfaction factors may balance out the dissatisfaction factors.
This also means that placing workers into appropriate tasks for their skill levels must be under constant evaluation. If a worker is unable to use all of their abilities, then that employee will not be motivated. That job should either be automated, eliminated, or given to a worker with a lower skill level. When an employee shows more ability, they should be given an increased level of responsibility.
The Frederick Herzberg Motivation-Hygiene Theory may not take into account how workers evaluate or place blame on specific situations, but it does recognize that people are motivated from within. When satisfaction can be emphasized, productive has a good chance to increase.