Remember the days when you could be motivated to do your chores for a dollar, sit still for a sticker on a chart or do your homework for some candy? Those days may be over but Frederick Herzberg’s Two Factor Theory of motivation lives on in today’s workplace, providing a bit of nostalgic security to today’s overwhelmed leaders.
Born in a day when soda shops were on Main Street and Leave it to Beaver was on the air, Herzberg’s Theory is sometimes criticized for its simplicity. However, leaders looking for answers with an open mind can find it especially helpful for clearing away mind clutter when developing and prioritizing a strategy for employee retention and motivation.
In a Nutshell
With detailed research based primarily on a survey of over 200 engineers and accountants, Herzberg was able to get sophisticated data which led to his formation of what is more commonly known as the Two-Factor Theory. While Maslow’s famous Hierarchy of Needs has gained status in the general psychological realm, Herzberg’s theory has gained notable status in the workplace and in the advanced study of human motivation.
The theory states that there are two types of factors in the workplace — those that cause job satisfaction and those that cause job dissatisfaction. They are not on the same continuum.
Hygiene factors, as Hertzberg oddly labels, include company policy, supervision, the relationship with one’s boss, work conditions, salary, relationship with peers, and security all of which cause employees to be dissatisfied. It is important to note that meeting these needs does not ensure job satisfaction — just the absence of job dissatisfaction.
The second category is labeled Motivation factors and includes achievement, recognition, work itself, responsibility, advancement and growth. These factors, if appropriately met, ensure employees are satisfied.
Leadership Takeaway
Perhaps the most significant finding from Herzberg’s research is that, surprisingly, money is not a key motivator. Unless your compensation scale is sorely skewed, focus your motivation efforts mostly on simple recognition and you’ll see results.
Action Points
Focus on non-monetary rewards first when developing your motivational theory in the workplace. Mention employees’ successes in your newsletter as well as personally offer frequent thanks and recognition.
Provide opportunities for advancement and more responsibility based on employees’ success.
Schedule monthly meetings where team members are invited to only talk about their successes. It’s a nice change from the usual problem-centered approach and allows team support and encouragement.
Look for ways to make work more meaningful. Explain in detail why a task needs to be done, and what the benefit of its completion will be. Share positive customer feedback in real-time to help your team feel part of the bigger picture.
Ask yourself two questions when determining a motivational theory in the workplace. First, how will this add to the person’s sense of achievement? And second, will it make the work more meaningful? If you can’t answer yes to at least one of these questions, use a different method.