Motivation-Hygiene Theory
Motivation-Hygiene Theory, also known as the Two-Factor Theory, was developed by psychologist Frederick Herzberg in the late 1950s. His research primarily focused on job satisfaction and what motivates employees in the workplace.
Background and Development
Herzberg's theory stemmed from a study he conducted with Bernard Mausner and Barbara Snyderman at the University of Pittsburgh. The study involved interviewing over 200 accountants and engineers in Pittsburgh to understand what aspects of their jobs led to satisfaction or dissatisfaction. The findings were published in Herzberg's book "The Motivation to Work" in 1959.
Key Concepts
Herzberg's theory proposes that job satisfaction and dissatisfaction are not opposite ends of a single continuum but are influenced by different factors:
- Motivators (or satisfiers): These are elements that increase job satisfaction when present, but do not necessarily lead to dissatisfaction when absent. They include:
- Achievement
- Recognition
- Work itself
- Responsibility
- Advancement
- Growth
- Hygiene Factors (or dissatisfiers): These factors do not motivate employees if present, but can lead to dissatisfaction if they are inadequate. They include:
- Company policy and administration
- Supervision
- Relationship with supervisors
- Work conditions
- Salary
- Relationship with peers
- Personal life
- Relationship with subordinates
- Status
- Security
Implications for Management
According to Herzberg:
- Improving Hygiene Factors only prevents dissatisfaction; it does not motivate employees to perform better.
- Enhancing Motivators leads to higher levels of motivation and job satisfaction, which in turn can lead to better performance and retention.
Criticism and Limitations
Despite its widespread influence, the theory has faced criticism:
- Some researchers argue that the theory oversimplifies the complex nature of human motivation, ignoring individual differences in needs and motivations.
- Herzberg's methodology has been criticized for potential bias due to the retrospective nature of his interviews.
- The theory might not apply universally across different cultures or job types.
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