Frederick Herzberg

Motivation-Hygiene Theory

Albert WinadiEleonora EllenEric Setiawan

Meliana Lumban RajaRocky Novanda

19 October 2012UPH

Frederick Herzberg(18 April 1923 – 19 January 2000)

“Father of job enrichment principle”

WWII Nazi Dachau Concentration Camp witness, Germany

1946 Graduate, City College1950 Ph.D., University of Pittsburgh1951 Research Director, Psychological Services of Pittsburgh1957 Professor of Psychology, Case Western Reserve

University, Cleveland1972 Professor of Management, University of Utah

2

1959 book release:

“The Motivation to Work”Focuses on a particular motivation theory which based his future publications.

1968 publication on motivation:

“One More Time, How Do You Motivate Employees?”1.2 million reprints in 1987Most requested article from Harvard Business Review

Two unique sets of results

Interview

“The Motivation to Work” 1959Motivation study

Accountants Engineers

Pittsburgh

One question:

Think of the time when you felt

exceptionally good, or exceptionally bad

about your job; either your present job or

any other job you have had...

Tell me what happened.

“

”

I like my job!

• Achievement

• Recognition

• Nature of work

• Responsibility and advancement

I don’t like my job!

• Company policy

• Bad administration

• Incompetent supervisor

• Poor working condition

Two-factor motivationMotivatorsJob content

The absence of these conditions doesn't necessarily dissatisfy. But when present, they build strong levels of motivation that result in good job performance.

Hygiene factorsJob context

The presence of these conditions to the satisfaction of the employee doesn't necessarily motivate, but their absence results in dissatisfaction.

Hygiene factors are merely a launch pad - when damaged or undermined we have no platform, but in themselves they do not

motivate. The contrast is true for motivators.

Pro

mote

Impro

ve

How to implement Hygiene-Motivator?

Motivators

Hygiene factorsProm

oteIm

prove

• Give more recognition or rewards for good performance

• Offer opportunity to obtain more experience and knowledge

• Give a sense of reliance for the employee’s performance

• Give room for “improvisation”

• Improve safety standards at work

• Offer flexibility in working hours and location

• Improve working environment (better air conditioning, water dispenser, clean toilet)

• Provide security via health benefits, etc.

This chart shows how motivator elements are commonly different with hygiene factors, but in some cases one element can take both roles.

Implementation at different professions

LOW hygiene, HIGH motivatorCoping with working condition for a purpose

• Artistic workers• “LSM”, non-profit organization workers• Volunteer workers• Management trainee

HIGH hygiene, HIGH motivatorIntense, high-risk high-reward positions

• Cutting edge research & development in hi-tech companies

• Marketing in highly rewarding companies• Consultants

LOW hygiene, LOW motivatorEntry level or relatively undesirable jobs

• Prison guards• Garbage man• China Foxconn laborers that produce

iPhone 5

HIGH hygiene, LOW motivatorFocus on getting paycheck, not needing challenge

• Internal accountants• Factory workers• Security guards• Tellers and cashiers• State-owned employees

LOW

HIG

H

LOW HIGH

Moti

vato

rs

Hygiene factors

Strengths and weaknesses

Provides quick list of ready-to-use elements. Also allows prioritization of hygiene / motivators.

Highly customizable depending on industry, job position, country, etc.

Distinguishes motivators and demotivators.

In different environments, it can be difficult to identify an element as hygiene factor / motivator.

Small sample for survey, i.e. 200 professionals, white male. Also uses questionable ”critical incident technique”Tends to generalize and disregard individual characters, e.g. Policies. Thus the weakness against diverse environment.

Strengths Weaknesses

Too “general”

Questionable survey

Ambiguity of elements

Simple

Flexible

Two-factors

Implementation at country dimensionGeert – Hofstede cultural dimension approach

Power Distance

Malaysia High power distance can be viewed as a deterrent for unorthodox approaches, thus workers tend to aim for stability. As such, hygiene factors are preferred.Israel

Individualism

USA High individualism strongly suggest high sense of achievement and self-reward. In this situation, both factors may take effect depending on economy.

Indonesia

Uncertainty Avoidance

Japan High uncertainty avoidance relates to safety and security, thus challenge is viewed negatively. As such, this trait relates to hygiene factors more.Singapore

Masculinity Austria Masculinity symbolizes hard work, perfection and achievement, even in adverse situations. As such, high masculinity relates to motivators more.SwedenChallenges

• Theory is difficult to be applied to diverse, multicultural countries.• Various factors other than culture are also considerable, e.g. Economy, Politic

stability, Nature.• Commonly, there may be contrasting factors (e.g. Japan (UAI, MAS), Singapore

(PDI,UAI)).

Hygiene-Motivator Motivation Programfor Generation X and Generation Y

Identify the characteristics

Determine Hygiene-Motivator balance

Propose motivation program

Identify the characteristicsComparing Gen X and Gen Y

Identify the characteristics

Determine Hygiene-Motivator

balance

Propose motivation program

Traditionalist Boomer Gen X Gen Y

Training The hard wayToo much

and I’ll leaveRequired to keep me

Continuous & expected

Learning style Classroom Facilitated IndependentCollaborative &

networked

Communication style

Top down Guarded Hub & Spoke Collaborative

Problem-solving Hierarchical Horizontal Independent Collaborative

Decision-making Seeks Approval Team informed Team included Team decided

Leadership styleCommand &

controlGet out of the way Coach Partner

FeedbackNo news is good

newsOnce per year Weekly / Daily On demand

Technology use Uncomfortable UnsureUnable to work

without itUnfathomable if not provided

Job changing Unwise Sets me back NecessaryPart of my daily

routine

Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL. Harper Business, 2003.

Determine balanceHygiene factors - Motivators

Identify the characteristics

Determine Hygiene-Motivator

balance

Propose motivation program

Generation X Generation Y

Hygiene Motivators

Seeks challenge

Coaching opportunities

Regular feedback

Seeks financial stability

Unable to work w/o

technology

Freedom to work

anywhere

Hygiene Motivators

Solves challenge whatever it takes

Training is continuous and expected

Needs feedback on demand

Impossible to work w/o technology and information

Pampered with good infrastructure

Propose motivation programGeneration X and Generation Y

Identify the characteristics

Determine Hygiene-Motivator

balance

Propose motivation program

Gen X :

Team Building

Training Opportunities

Flexible Work Schedule

Increased Pay

Increase promotional opportunities

Gen Y :

Communication

Multitasking preferred

Give them team

Establish clear expectations & rewards

Help them grow and Learn

Feedback

Flexibility

Expect them to go

Q&A

APPENDICES

Sample study cases

• TescoTesco aims to motivate its employees both by paying attention to hygiene factors and by enabling motivators.

• Kellogg’sAwareness of motivating factors helps Kellogg's to build a business that delivers consistently strong results.

• ARMARM uses employee engagement as a key tool in motivation. This is a satisfier as employees develop a genuine attachment to the teams in which they work.