Herzbergs Hygiene Theory Diosana Emy Grace G

Herzberg’s
Motivation- Hygiene
Theory
Frederick Irving Herzberg
He was an American psychologist who
became one of the most influential names in
business management. He performed studies
to determine which factors in an employee’s
work environment caused satisfaction or
dissatisfaction. He published his findings in
the 1959 book “The Motivation to Work”.
In the late 1950s, Frederick Herzberg, considered by many to be a
pioneer in motivation theory, interviewed a group of employees to find out
what made them satisfied and dissatisfied on the job. He asked the
employees essentially two sets of questions:
 Think of a time when you felt especially good about your job. Why did you feel that
way?
 Think of a time when you felt especially bad about your job. Why did you feel that
way?
From these interviews Herzberg went on to develop his theory that there
are two dimensions to job satisfaction: motivation and “hygiene”.
He called the satisfiers, motivators, and the dissatisfiers,
hygiene issues/factors. Using the term “hygiene” in the sense
that they are considered maintenance factors that are
necessary to avoid dissatisfaction but that by themselves do not
provide satisfaction.
Hygiene issues, according to Herzberg, cannot motivate
employees but can minimize dissatisfaction, if handled
properly. In other words, they can only dissatisfy if they are
absent or mishandled.
Herzberg often referred to these hygiene factors
as “KITA” factors where KITA is an acronym for
Kick in the Ass- the process of providing
incentives or a threat of punishment to cause
someone to do something.
Motivators, on the other hand, create satisfaction
by fulfilling individuals' needs for meaning and
personal growth.
Once the hygiene areas are addressed, said
Herzberg, the motivators will promote job satisfaction
and encourage production.
Hygiene Issues
and Motivators
Hygiene Issues Motivators
(Dissatisfiers) (Satisfiers)
Company and Administrative policies Work itself

Supervision Achievement
Salary Recognition
Interpersonal relations Responsibility
Working conditions Advancement
Hygiene Issues
Hygiene issues are not the source of satisfaction but these issues must
be dealt with first to create an environment in which employee satisfaction
and motivation are even possible.
 Company and administrative policies. An organization's policies

can be a great source of frustration for employees if the policies are
unclear or unnecessary or if not everyone is required to follow them.
Although employees will never feel a great sense of motivation or
satisfaction due to your policies, you can decrease dissatisfaction in
this area by making sure your policies are fair and apply equally to
all. You might also compare your policies to those of similar practices
and ask yourself whether particular policies are unreasonably strict
or whether some penalties are too harsh.
Supervision. To decrease dissatisfaction in this area, one
must begin by making wise decisions when appointing
someone a role. Be aware that good employees do not always
make good supervisors/managers. The role of
supervisor/manager/leader is extremely difficult. It requires
leadership skills and the ability to treat all employees fairly.
One should teach our supervisors to use positive feedback
whenever possible and should establish a set means of
employee evaluation and feedback so that no one feels
singled out.
 Salary. If individuals believe they are not compensated well, they will be
unhappy working for an organization. There should be clear policies
related to salaries, raises and bonuses.
 Interpersonal relations. Remember that part of the satisfaction of being

employed is the social contact it brings, so allow employees a reasonable
amount of time for socialization (e.g., over lunch, during breaks). This
will help them develop a sense of camaraderie and teamwork. At the
same time, you should crack down on rudeness, inappropriate behavior
and offensive comments. If an individual continues to be disruptive, take
charge of the situation.
 Working conditions. The environment in which people work has a

tremendous effect on their level of pride for themselves and for the work
they are doing. As much as possible equipment and facilities should be
up to date.
Motivators
Before moving on to the motivators, remember that
one cannot neglect the hygiene factors. Neglecting the
hygiene factors will result to employees being generally
unhappy, and this would reflect on how they do their
job. The hardworking employees, who can find jobs
elsewhere, would leave, while the mediocre employees
would stay and compromise the organization’s practice's
success. So deal with hygiene issues first, then move on
to the motivators.
 Work itself. Perhaps most important to employee
motivation is helping individuals believe that the work they
are doing is important and that their tasks are meaningful.
Emphasize that their contributions to the practice result in
positive outcomes. Employees may not find all their tasks
interesting or rewarding, but you should show the employee
how those tasks are essential to the overall processes that
make the practice succeed.
 Achievement. One premise inherent in Herzberg's theory is that most
individuals sincerely want to do a good job. To help them, make sure
you've placed them in positions that use their talents and are not set up
for failure. Set clear, achievable goals and standards for each position,
and make sure employees know what those goals and standards are.
Individuals should also receive regular, timely feedback on how they are
doing and should feel they are being adequately challenged in their jobs.
Be careful, however, not to overload individuals with challenges that are
too difficult or impossible, as that can be paralyzing.
Recognition. Individuals at all levels of the organization want
to be recognized for their achievements on the job. Praises
should be sincere. If you notice employees doing something
well, take the time to acknowledge their good work immediately.
Publicly thank them for handling a situation particularly well.
Write them a kind note of praise. Or give them a bonus, if
appropriate. You may even want to establish a formal
recognition program, such as “employee of the month.”
Responsibility. Employees will be more motivated to do their
jobs well if they have ownership of their work. This requires
giving employees enough freedom and power to carry out
their tasks so that they feel they “own” the result. As
individuals mature in their jobs, provide opportunities for
added responsibility. Be careful, however, that you do not
simply add more work. Instead, find ways to add challenging
and meaningful work, perhaps giving the employee greater
freedom and authority as well.
Advancement. Reward loyalty and performance with
advancement. If you do not have an open position to which to
promote a valuable employee, consider giving him or her a new
title that reflects the level of work he or she has achieved. When
feasible, support employees by allowing them to pursue further
education, which will make them more valuable to your practice
and more fulfilled professionally.
Implications for
Management
Herzberg argued that job enrichment is
required for intrinsic motivation, and that it is a
continuous management process.
According to Herzberg:
 The job should have sufficient challenge to utilize

the full ability of the employee.
 Employees who demonstrate increasing levels of
ability should be given increasing levels of
responsibility.
According to Herzberg:
 If a job cannot be designed to use an employee’s

full abilities, then the firm should consider
automating the task or replacing the employee
with one who has a lower level of skill. If a
person cannot be fully utilized, then there will be
a motivation problem.
Herzberg’s theory has been broadly
read and despite its weaknesses, its
enduring value is that it recognizes that
true motivation comes from within a
person and not from KITA factors.
Thank you for
listening
Prepared and Presented By:
Ms. Emy Grace G. Diosana

Herzbergs Hygiene Theory Diosana Emy Grace G

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Herzberg’s

Company and Administrative policies Work itself

 Company and administrative policies. An organization's policies

 Interpersonal relations. Remember that part of the satisfaction of being

 Working conditions. The environment in which people work has a

 The job should have sufficient challenge to utilize

 If a job cannot be designed to use an employee’s

Ms. Emy Grace G. Diosana

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