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Herzberg’s Motivation Theory model, or Two Factor Theory, argues that there are two
Hygiene factors: These won’t encourage employees to work harder but they will
Note
Two Factor Theory, Herzberg’s Motivation-Hygiene Theory, and Duel Structure Theory. We
Frederick Herzberg developed the model in 1959. He did this by interviewing over
200 professionals. The interviews delved into when the interviewees were at their most and
Other motivation theories you may want to learn about include Equity Theory and
workplace. You can leverage this theory to help you get the best performance from your
team.
The two factors identified by Herzberg are motivators and hygiene factors.
1. Motivating Factors
The presence of motivators causes employees to work harder. They are found within
The absence of hygiene factors will cause employees to work less hard. Hygiene
factors are not present in the actual job itself but surround the job.
diagram. Note that you will often see motivators referred to as factors for satisfaction, and
Examples of motivating and hygiene factors are shown in the following diagram.
Motivating factors include:
Recognition: A job must provide an employee with praise and recognition of their
successes. This recognition should come from both their superiors and their peers.
The work itself: The job itself must be interesting, varied, and provide enough of a
Responsibility: Employees should “own” their work. They should hold themselves
responsible for this completion and not feel as though they are being
micromanaged.
Growth: The job should give employees the opportunity to learn new skills. This can
Company policies: These should be fair and clear to every employee. They must also
amiable, and appropriate relationship should exist between peers, superiors, and
subordinates.
Work conditions: Equipment and the working environment should be safe, fit for
Salary: The pay structure should be fair and reasonable. It should also be competitive
Status: The organization should maintain the status of all employees within the
Security: It is important that employees feel that their job is secure and they are not
In a general sense, there are four states an organization or team can find themselves
This is the ideal situation and the one which every manager should strive for. Here, all
In this situation, employees have few grievances but they are not highly motivated.
An example of this situation is where pay and working conditions are competitive but the
work isn’t very interesting. Employees are simply there to collect their salary.
In this situation, employees are highly motivated but they have a lot of grievances. A
typical example of this situation is where the work is exciting and really interesting but the
This is obviously a bad situation for an organization or team to find itself in. Here,
employees aren’t motivated and the hygiene factors are not up to scratch.
There is a two-step process to use the Two Factor Theory model to increase the
The first step to enhancing the motivation of your team is to ensure that the hygiene
Each person will examine hygiene factors through their own unique frame of
reference. Because of this, it’s important to work with each member of your team to
Ensure that salaries are competitive within the industry. Ensure there are no major
To increase job satisfaction and status, aim to construct jobs in such a way that each
Once you have removed hygiene stressors, the next step is to boost the job
satisfaction of each team member. We can do this by improving the actual content of the
job itself. Again, a unique approach for each employee will be required.
a. Job Enrichment
Job enrichment means enriching a team member’s job by giving them more
challenging or complex tasks to perform. These more complex tasks should make the job
more interesting.
b. Job Enlargement
Job enlargement means giving a team member a greater variety of tasks to perform.
Note that with job enlargement the variety of tasks is increased, but not the difficulty of
member. This can be done by slowly increasing the amount of responsibility you delegate
to an employee.
Two Factor Theory is subject to bias. For example, when an employee is satisfied they
will give themselves credit for that satisfaction. Conversely, when they are dissatisfied
Summary
Herzberg’s Motivation Theory model, or Two Factor Theory, provides two factors that
These factors are hygiene factors and motivating factors. Hygiene factors will cause
an employee to work less if not present. Motivating factors will encourage an employee to
To use the theory within your team, start by getting any hygiene issues resolved.
Once you have done this, you can boost motivation by putting in place as many motivating
factors as practical.
Theories of Motivation
Since the beginning of industrialization and the advent of factories, people have
One of the very first theories was developed by Frederick Taylor, who wrote, “The
More recent theories of motivation include ERG Theory (1972) by Alderfer and the
Unfortunately, most of the theories of motivation differ in what they think the best
The reason the theories draw different conclusions is that motivation is somewhat of
a black box, where it’s difficult to see what’s going on inside our heads, and each of us is
unique enough to make it very difficult to draw anything other than very general
conclusions.
Theories of Motivation
But each of us is motivated by our needs to exhibit certain behaviors. The aim of our
Whether our needs are satisfied or not can then cause us to change our needs. In this
way, the cycle begins again with our new needs, potentially causing us to exhibit new
behavior.
existence, and each of them is different. However, they can be categorized into two groups,
Content theories are also sometimes called needs theories. They look at motivation
from the perspective of our needs and aspirations (ပြင်းပြသ ောဆန္ဒ). The theories then
us.
Alderfer’s ERG Theory, McClelland’s Three Needs Theory, Herzberg’s Two Factor Theory, and
Process theories look at how people are motivated. They are concerned with the
process by which motivation occurs, and how we can adjust our processes to alter
motivation levels. လှုှုံသဆော ည အဆင ိို သ ောကရိသအောင မညက ိို နည်းလမ်းမျော်းကိို ထိန်းညိမည)
Vroom’s Expectancy Theory, Adam’s Equity Theory, and Locke’s Goal Setting Theory.
The diagram below shows how the different motivation theories fit within the
scheme of things.
1. Maslow’s Hierarchy of Needs
Maslow described needs in terms of a hierarchy. The concept being that needs at the
bottom of the hierarchy must be satisfied before an individual can move to the next level
Now, each individual’s needs are changing all the time, but at any time, an employer
can use the hierarchy to try and determine what is going to motivate an employee.
Safety needs: such as being free from war, natural disasters, and having job security.
to encourage employees to keep moving up the hierarchy. This will keep employees
motivated.
Herzberg argued that there are two factors which are essential in the motivation of
Hygiene factors: These don’t encourage employees to work harder, but they will
cause them to become unmotivated if they are not present. Examples of hygiene
should:
Eliminate job hygiene stressors: remove those things that are causing poor job
Boost job satisfaction: through job enrichment (making the job more interesting by
giving it more complex tasks) and job empowerment (making the post more
McClelland’s Three Needs Theory argues that each of us has three needs to a greater or
Need for achievement: for example if you are motivated by setting a new record, or
Need for power: for example if you are motivated by being in charge of others, or if
Some people live at the extremes for each of these needs. For example, a team
member with no need for power might be subordinate and overly dependent, whereas a
team member with too much need for power might exaggerate their own abilities.
Managers can use the Three Needs Theory to set motivational targets tailored to
McGregor’s Theory X and Theory Y puts employees into two broad categories.
a. Theory X
Theory X assumes that team members are intrinsically lazy and unmotivated, and will
Because of this, management must work tirelessly and continually to build systems of
b. Theory Y
Theory Y assumes that team members are ambitious and self-motivated. A Theory Y
manager holds the view that if provided with the right conditions, team members will
perform well.
Use a collaborative style of management, so employees feel they are a crucial part of
decision making.
Set targets that encourage employees to challenge themselves.
You can think of the ERG Theory of Motivation is being a simplified version of
In ERG Theory, there are three needs which are also arranged in a hierarchy.
Existence needs: These needs concern your physical well being. These are needs,
Relatedness needs: These needs concern your need to relate to other people. They
are needs, such as the need to have positive interactions with others.
Growth needs: These needs refer to our personal development needs and desire to
perform meaningful work. For example, an exciting job with lots of small growth
opportunities every day to learn something new will tend to keep us motivated.
Firstly, you can pursue multiple needs at the same time. Secondly, if a higher level
need is not satisfied, then you may regress and seek to meet lower level needs further.
motivation in the workplace can only be achieved when each employee perceives their
If you earn half what your colleague earns but do precisely the same work what will
you do? Adam’s suggest that you will adjust your inputs (the amount of work you do) to
compensate for the perceived unfairness of receiving half the pay (output).
In a nutshell, Adam’s says that as an employee, you’ll compare yourself to others and
try to make things fair as you perceive them. As an employee, you can’t change your
outputs (your pay and benefits), so you’ll adjust your inputs by either working harder or less
According to Equity Theory, there are several ways an employee will assess their
situation:
Expectancy Theory states that a person will choose their behavior based on what
According to Expectancy theory, the behavior you choose will always be the one that
Expectancy: The belief that if you put the effort in it will be possible for you to hit
your targets.
Instrumentality: The belief that you will receive a reward if you hit your targets.
You can determine the motivation level of any employee by multiplying expectancy,
instrumentality, and valence. The higher the result, the higher the motivation.
Because workers are only motivated by money, then they don’t inherently enjoy
work. Because of this, employers should monitor workers closely to ensure they are not
slacking.
Based on his philosophy that employees are lazy, Taylor’s principles boiled down to
the following:
Study employee’s jobs so they can be broken down into manageable parts.
Train each employee to perform the task in this new efficient way.
motivation.
The higher your self-efficacy, the greater your belief that you can perform a specific
task.
This is important to motivation because people with low self-efficacy are unlikely to
Experience: If you have performed a similar job previously, then you are more likely
task.
physiological feedback. How you interpret this feedback feeds into determining your
self-efficacy. Typically, the more at ease you are with a type of task, the higher your
self-efficacy.
According to the theory, there are four factors which influence motivation with a
schedule. The four elements are levers, which can be used to change motivation levels. They
are:
Positive reinforcement: is a reward you give an employee when they exhibit the
desired behavior.
undesirable behavior.
You may have noticed that we mentioned that these levers happen within a schedule.
This means that reinforcement of behavior needs to be more than a single event. It needs to
happen over and over again until the desired behavior is established.
Mayo’s Theory of Motivation is based on the belief that two factors influence motivation
in the workplace:
Social relations: how you get on and interact with your peers.
Mayo acknowledged that pay and environmental factors play a role in employee
motivation, but he believed that relational factors played an even more significant role.
Mayo believed that it was the group that influenced productivity. The importance of
the group cannot be overstated. It is the group that determines productivity, not pay, and
not processes.
Mayo determined how well a group would perform in terms of two factors:
Norms: Refers to whether the members of the group encourage positive or negative
behavior.
Group cohesiveness: The comradery of the group. Effectively, how well the group
Groups that have high cohesiveness and positive norms will be the most highly
motivated and therefore highest performing. Conversely, groups with negative norms and
Mayo is important because he was the first to recognize that if you treat an
employee well, they might be more productive for you. These days that might seem like an
Locke’s Goal Setting Theory of Motivation is based on the premise that if you set the
right goals, then you can increase both motivation and productivity.
Feedback: You must receive regular feedback or a goal will not continue to motivate
Locke believed that goal setting could be a powerful tool in motivating your team,
and yourself, to high performance. He also found that badly set goals, such as a target that
workplace.
Broadly speaking, theories of motivation fall into two categories: process theories
Process theories look at how people are motivated. They are concerned with the process by
which motivation occurs, and how we can adjust our processes to alter motivation levels.
Content theories are also sometimes called needs theories of motivation. They look
at motivation from the perspective of our needs and aspirations. The theories then discuss