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Herzberg’s view of satisfaction and dissatisfaction:
For several years, managers had been wondering why their fancy personnel policies and fringe benefits were not increasing employees motivation on the job.
Fredrick Herzberg provided an interesting extension of Maslow’s need hierarchy theory and developed a specific content theory of work motivation
According to Herzberg, intrinsic motivators and extrinsic motivators have an inverse relationship: intrinsic motivators tend to create motivation when they are present, whereas extrinsic motivators tend to reduce motivation when they are absent.
This is to say that intrinsic motivators tend to inspire motivation when they are present, while extrinsic motivators tend to reduce motivation when they are absent. This is because of expectation.
Extrinsic motivators (e.g., salary, benefits) are expected and so will not increase motivation when they are in place, but they will cause dissatisfaction when they are missing. Intrinsic motivators (e.g., challenging work), on the other hand, can be a source of additional motivation.
Methodology For this purpose, he conducted a study and interviewed some 200 engineers and
accountants and asked them to think of a time when they felt good at their jobs and a time when they felt bad at their jobs and then to describe condition which led to such feelings.
Researchers concluded that factors responsible for a job satisfaction are different from factors that led to dissatisfaction. The factors so identified were classified by him into two categories :
Motivational factors
These factors are related to the nature of work and are intrinsic to the job itself. These factors have a positive influence on morals, satisfaction, efficiency and
higher productivity. Some of these work itself, responsibility, advancement and possibility of growth.
Hygiene factor
They do not motivate people. They simply prevent dissatisfaction and maintain status. They produce no growth but prevent loss.
The absence of these factors leads to job dis-satisfaction. The elimination of dissatisfaction and these factors simply maintain a “zero level of motivation”.
Managerial Implications
The two factor theory for managers are quite clear. The manager’s role is to eliminate dissatisfiers to provide hygiene factor sufficient to meet to basic need and then use motivators to meet higher order needs and proper employees toward greater achievement and dissatisfaction.
