I have spent the past few weeks working on the draft manuscript of my book (‘Leadership: what you have to be, do and know’). The book is somewhat of a self-indulgence project, as it is a reflective piece, based on my now 40+ years of leadership experience. But, it is an opportunity for me to challenge some of my long held beliefs, and see if they have stood the test of time!

There is a chapter on Motivation, which I have just finished reviewing. I have long been an advocate of the Hertzberg Theory of motivation, so in this spirit of challenge, whilst writing the draft manuscript, I decided to test it against three other motivational theories (Maslow’s Hierarchy of Needs; Expectancy Theory; Self-determination Theory) – Hertzberg, however, still came out top! I thought I would share a brief overview of his theory and why is remains so powerful and influential for me.

Hertzberg Theory

Herzberg’s theory of motivation, also known as the two-factor theory or the motivation-hygiene theory, was developed by psychologist Frederick Herzberg in the 1950s. This theory suggests that there are two sets of factors that influence employee motivation and satisfaction in the workplace.

According to Herzberg, there are hygiene factors and motivators.

Hygiene factors are elements that, when absent or inadequate, can cause dissatisfaction among employees. These factors include things like:

Salary

Organisational policies

Work conditions

Job security

Interpersonal relationships.

When these factors are lacking, employees can become dissatisfied, but their presence alone does not necessarily lead to higher levels of motivation or satisfaction.

On the other hand, motivators are factors that directly contribute to an individual’s job satisfaction and motivation. These factors include:

Recognition

Achievement

Responsibility

The work itself

Opportunities for personal growth and advancement.

When these motivators are present, employees are more likely to feel motivated, satisfied, and engaged in their work.

Herzberg’s theory suggests that the absence of hygiene factors can create job dissatisfaction, while the presence of motivators can lead to increased motivation and job satisfaction. Therefore, to create a motivating work environment, organisations need to focus on both improving hygiene factors to prevent dissatisfaction, and enhancing motivators to foster motivation and satisfaction among employees.

Initially, I was concerned that this theory oversimplifies the complexity of motivation and that different individuals may have varying motivational factors. However, on careful reflection, I have concluded Herzberg’s work has significantly contributed to my understanding of the factors that influence employee motivation and has been, and continues to be, influential in shaping my leadership practices.