Please enable JavaScript.
Coggle requires JavaScript to display documents.
Herzberg's two factor motivation hygiene theory - Coggle Diagram
Herzberg's two factor motivation hygiene theory
Considers motivation in the context of job satisfaction
Herzberg (1959) proposed a sliding scale between job dissatisfaction and job satisfaction and an employees 'position' on that scale was influenced by two sets of factors: hygienes and motivators
Hygiene factors
Extrinsic to the work itself and expected to exist as parts of employment
Eg pay, status, job security, peer relations and work conditions
They will dissatisfy the individual if absent or deficient but do not motivate if present
Employees expect to be able to take hygienes for granted as part of their work
If a job contains few of these factors, employees will be frustrated and in extreme cases may even become ill
Restoring the correct balance of hygienes may lead to an employee feeling more positive in the short term but does not translate into long term job satisfaction or enhanced performane
Hygienes are sometimes referred to as maintenance factors
At times organisations may need to reduce or remove a hygiene
Eg where managers previously had their own private offices and are now expected to work in an open plan environment with their teams. If a manager perceives having an office as a symbol of sautés, this change will leave to dissatisfaction as a hygiene is being removed. This change needs to be managed very carefully, explaining why offices are being removed and the benefits to the team that are expected to occur with having the manager with their experience close at hand. This can be linked to team performance and thus directly to the manager’s own goals. To restore the hygiene, the manager’s sense of status needs to be satisfied in another way, or at least uncoupled from the symbol of an office.
Eg where an annual bonus scheme is changed from being a set % of an employees salary to a discretionary one which may or may not be awared. The employee is likely to have considered the previous bonus as forming part of their salary and will view this change as a pay cut and thus job satisfaction will fall. In the absence of clear communication about how employees may achieve discretionary bonuses, the change will likely lead to decreased productivity and even staff turnover. If the purpose of changing the bonus scheme was not to cut costs but to introduce a performance based culture, management could consider increasing salaries by the fixed bonus amount so no hygienes are removed
Motivators
Linked to improved levels of job satisfaction and performance
Eg the work itself, responsibility, career progression, recognition and opportunities to achieve or accomplish goals
All intrinsically centred around the employee's work and role
If hygienes are satisfied and sufficient motivators are absent then the employee will become bored and alienated, in this case the work is insufficiently interesting and there is no opportunity to satisfy higher order needs so despite hygienes being present the employee becomes demotivated
Eg where this is a change of manager within a high performing team, the previous manager encouraged their team members to learn new skills and contribute ideas. The work was varied and challenging and the team clearly understood how their goals contributed to the organisation's performance and personal career development. The new manager has an autocratic style and expects the team to perform tasks assigned to them. Feedback and suggestions are discouraged and the degree of challenge within the work reduces. no change is made to employee pay, job titles or other working conditions but the effect of the change in the employees experience of the work will severely impact each employee's motivation and the team's performance