How Great Leaders Keep Employees Motivated and Happy
Utilizing Herzberg's Two-Factor Theory Approach
Herzberg’s Two-Factor Theory
In the past, those who studied motivation viewed job satisfaction as a one-dimensional concept, placing job satisfaction at one end of the spectrum and job dissatisfaction at the other end.
Herzberg’s Two-Factor Theory argues that job satisfaction is not a one-dimensional concept, but instead a two-factor discussion. Herzberg’s theory states that both hygiene factors and motivators need to be present for employees to feel motivated.
Hygiene factors are extrinsic factors that include salary, job security, working conditions, status, company procedures, quality of technical supervision, and the quality of interpersonal relations among peers, superiors, and subordinates. When hygiene factors are present, employees reach a point where they are “not dissatisfied” with their job; however, this is not sufficient to motivate high levels of employee performance.
Motivators are intrinsic conditions that make the job meaningful and satisfying. Motivators include achievement, recognition, responsibility, advancement, the work itself, and the possibility for growth. Herzberg concludes that the two factors are needed to correctly interpret job satisfaction.
How To Apply Herzberg’s Two-Factor Theory
Start by understanding the hygiene factors within your company:
This is the first factor based on Herzberg’s Two-Factor Theory that can be applied to the current workplace. Managers should understand:
- What does fair compensation look like for employees?
- How can we ensure job security?
- How can we foster strong relationships between employees, co-workers, and supervisors?
Leaders in the company should analyze and understand the current strengths and weaknesses of the hygiene factors in the workplace, and understand any aspect that falls short of employees’ expectations. Meeting hygiene factors is the first step to employee motivation and satisfaction. Companies who achieve hygiene factors will allow the increased chance of no job dissatisfaction.
Analyze motivators within your company:
Next, analyze the current motivators within the company:
- Are challenging tasks being assigned to employees?
- Do employees feel their work is meaningful?
- Is there a feeling of achievement and opportunity for advancement or growth?
- Are employees being recognized?
Once again, leaders in the company should analyze and understand the strengths and weaknesses of current motivators within the company, and understand any aspect that falls short of employees’ expectations. Meeting both hygiene factors and motivators will ensure no job dissatisfaction and high job satisfaction in the workplace.
Study companies who practice Herzberg’s Two-Factor Theory:
Leaders and managers should study companies who have practiced Herzberg’s Two-Factor Theory and analyze their successes as well as failures. For example, analyzing the success of Google and Facebook, who practices Herzberg’s Two-Factor Theory, can help leaders and managers fuel ideas to motivate employees.
Leaders and managers can develop a monthly newsletter that showcases successful companies that follow Herzberg’s Two-Factor Theory. Discuss how it relates to the current workplace and recommend any areas for application and growth. This will allow managers and employees to understand real-life scenarios and avoid duplicating mistakes already made by established companies.
Apply Herzberg’s Two-Factor Theory:
Leaders and managers should work to ensure that employees are compensated fairly, have job security, and develop strong relationships with co-workers and supervisors. They should develop and execute a plan that will ensure hygiene factors and expectations are met. Once these needs are met, the next step is to ensure motivators are present within the workplace.
Leaders and managers can develop and execute a plan that will ensure employees feel challenged and recognized. The plan should outline details that will ensure employees feel that their work is meaningful and there is always an opportunity for growth and advancement. The plan should also include setting up a monthly one-on-one meeting between leaders and employees to discuss personal hygiene factors and motivators, to ensure satisfaction is met between both parties.
Analyze Plan Results:
In addition to developing a plan and executing, leaders and employees should develop a tool that will measure the success of actions taken to improve job satisfaction. This can be in the form of a scorecard, open discussion, or even an anonymous feedback forum. At the end of the day, leaders should be able to analyze the impact of their plan. They should be able to tell whether their plan improved or worsened job satisfaction.
Conclusion:
It’s imperative for leaders and managers to understand their employee’s hygiene factors and motivators. Next, study the culture of companies that rank high for employee satisfaction. Develop and execute a plan that applies to Herzberg’s two-factor theory. Lastly, measure the successes and failures of the executed plan. These steps will allow a company to motivate employees and improve overall job satisfaction.
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Resources:
Konopaske, R., Ivancevich, J. M., Matteson, M. T., & Konopaske, R. (2018). Organizational Behavior and Management. New York, NY: McGraw-Hill Education.
