Frederick Herzberg Motivation Theory

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-formed by Frederick Herzberg in 1959 states that there are 2 factors that motivate a person to work. This is also known as Motivation-Hygiene theory. Herzberg’s 2 factor theory states there are factors in the workplace that causes job satisfaction, and a separate factor that causes dissatisfaction.(MacRae & Furnham, 2017). Hygiene factors are factors that are basic for the motivation to exist in an organization these includes salary, company policies, working environment and interpersonal relationships (Management Study Guide, 2013). In short, these are factors that conciliates workers,for them not to be dissatisfied (Management Study Guide, 2013). On the other hand, Motivation factors are factors that pleases or gratifies
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His theory, the Motivator-Hygiene Theory (or Two-Factor Theory), tries to answer what keeps employees satisfied at work. From his observations, he pointed out that job satisfaction has two dimensions: hygiene factors and motivators. He posited that hygiene factors do not provide satisfaction, but rather, in their absence, causes dissatisfaction. On the other hand, the presence of motivators provides satisfaction, but their absence does no cause dissatisfaction.

As with any theory, the motivator-hygiene theory has its share of criticisms. Among them is the lack of consideration for individual differences. Herzberg’s theory only takes into account internal organizational factors and does not consider personal attitudes and beliefs of one’s work. Moreover, the two-factor theory assumes that high job satisfaction equates to performance at work. This, however, does not hold true in many situations.(insert example) A highly satisfied, content, and happy worker is not necessarily the hardest worker in an organization.
Yet, despite the criticism, Herzberg’s theory still holds merit in many managerial situations. Experts have built their theories on the foundations of the motivator-hygiene theory to better explain worker motivation. Among the most prominent is the expectancy theory or Victor
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This theory implicates a logical illustration that if the nature of a job sufficed and met the five core characteristics, the employee would feel a sense of fulfillment that would result in excellent work performance (Armstrong, 2017). The job design prefigures the significant relationship of the five core dimensions as to how a worker perceives the three vital psychological states – meaningfulness of work, responsibility and knowledge of outcomes – that would eventually contribute to a sense of general job satisfaction, personal growth, increased motivation and effectiveness of work (DeVaro, Li, Brookshire, 2007). There is a dynamic suggestion in JCM that acclaims the correlation of positive feelings with an excellent performance, and negative feelings with poor performance (Mukul, Rayhan, Hoque, & Islam,
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