Business Philosophy - Motivational Theories Part 5

Frederick Irving Herzberg (1923-2000)

Frederick Herzberg was an American psychologist who is most famous for his Motivator-Hygiene or ‘2 Factor’ Theory, and one of the most influential names in Business Management.

Born to Lithuanian immigrants on 18^th April 1923, Herzberg left the City of New York College to join the army. After he returned and graduated from the college, he moved on to the University of Pittsburgh, where he completed a Master’s Degree in Science and Public Health. He also completed a PhD that was based on electric shock therapy.

Herzberg became professor of management at Case Western University where he established the Department of Industrial Mental Health. He worked at the University of Utah where he stayed until his retirement. Also Herzberg acted as a consultant for many companies as well as the US and other foreign governments.

Herzberg’s theory claimed that people are influenced by 2 sets of factors. The idea being that ‘hygiene’ factors will not motivate, but will lower motivation if absent. These factors could include anything from clean toilets and comfortable chairs to a reasonable level of pay and job security. Motivational factors will not necessarily lower motivation, but can increase motivation. Examples of motivational factors are job recognition, potential for promotion or even the work itself.

Herzberg’s followers said at the time that the absence of any real challenge to his theory does all the more to validate it.

Herzberg wrote to explain how his theory works

“We can expand… by stating that the job satisfiers deal with the factors involved in doing the job, whereas the job dissatisfiers deal with the factors which define the job context.”

The variables that Herzberg thought were important are:

1. High and Low attitude. (basically satisfaction and dissatisfaction, also described as motivators and hygienes)
2. Short and long term duration of feelings
3. First and second level factors. I.e. main casual factors and secondary factors deriving from the main stimulus, identified by further probing during interviews.
4.  The irrelationship of factors.

According to Herzberg humans have 2 sets of needs

1. As an animal to avoid pain.
2. As a human to grow psychologically

He used bible extracts to support his argument, for animal needs he used Adam being banished from the Garden of Eden and needing food warmth etc. For human needs he used Abraham capable of doing great things through self-development.

Herzberg’s aim was never to improve productivity as was many of the other people who have had studies looked at. Herzberg’s aim was to improve working conditions for the good of people.

Herzberg proved that people looked for hygiene needs because they were unhappy without them, but when they got them the satisfaction wore of – proving that satisfaction is temporary and not permanent.

A lot of companies fail to realise that people are not solely motivated by addressing hygiene needs. People are only truly motivated when ‘real motivators’ are fulfilled. Motivators make humans achieve: advancement, development, success, esteem etc, these create a better meaning of fulfilment.

Examples of what was described as hygiene needs:

•  Policy
•  Conditions
•  Salary
•  Relationship with leader
•  Status
•  Personal life
•  Security

Examples of what was described as true motivators:

• Achievement
• Recognition
• Advancement
• Esteem
• Work itself
• Responsibility

Herzberg concluded that salary (money) is not a motivator in the same way that achievements are. Quoted on his research finding of salary Herzberg said:

"...when salary occurred as a factor in the lows (causes of dissatisfaction) it revolved around the unfairness of the wage system within the company... It was the system of salary administration that was being described... [or] it concerned an advancement that was not accompanied by a salary increase... In contrast to this, salary was mentioned in the high stories (events causing satisfaction) as something that went along with a person's achievement on the job. It was a form of recognition; it meant more than money; it meant a job well done; it meant that the individual was progressing in his work..." 

This means that salary is more important to people as a figure of ‘importance’ or ‘respect’ rather than the actual profitable gain incurred by the increase in salary.

My views of the 2 factor theory are that I agree with Herzberg that what motivates people does not always have to be in a sequence (as in Maslow’s theory). I.e. if somebody were to be on Maslow’s “safety” level, they still may be motivated by esteem – and therefore missing out on the love/belonging level completely. Contrary to this I do believe that all aspects of Maslow’s hierarchy need to be achieved to experience self-actualisation. Herzberg’s opinions and findings on salary is also something I completely agree with. In my opinion, a rise in money is a “thank you” from your employers, it’s a message to commend that you are doing right, and recognition of your betterment.