TWO FACTOR THEORY
In Herzberg's Two-Factor Theory (also known as the Motivation-Hygiene Theory), there are
two types of factors that influence employee motivation and job satisfaction:
Hygiene Factors
These are extrinsic factors related to the job environment. They do not motivate employees if
present, but their absence causes dissatisfaction.
Examples:
• Salary
• Company policies
• Working conditions
• Job security
• Supervision quality
• Relationships with coworkers or supervisors
Key Point:
Hygiene factors prevent dissatisfaction, but do not lead to higher motivation or satisfaction
when improved.
Motivation Factors
These are intrinsic factors related to the nature of the work itself. They lead to higher job
satisfaction and motivation when present.
Examples:
• Achievement
• Recognition
• Work itself (interest/challenge)
• Responsibility
• Advancement and promotion
• Personal growth
Key Point:
Motivation factors increase job satisfaction and motivation, but their absence does not
necessarily cause dissatisfaction.
Summary Table
Feature Hygiene Factors Motivation Factors
Nature Extrinsic Intrinsic
Effect if Present No dissatisfaction Increased motivation/satisfaction
Effect if Absent Dissatisfaction No motivation, but not dissatisfaction
Examples Pay, work conditions, policies Achievement, recognition, growth
Essay form:
Differences Between Hygiene Factors and Motivation Factors in the Two-Factor
Theory
Frederick Herzberg’s Two-Factor Theory, also known as the Motivation-Hygiene Theory,
provides a framework for understanding what influences job satisfaction and employee
motivation in the workplace. According to Herzberg, there are two distinct categories of factors
that affect how people feel about their jobs: hygiene factors and motivation factors. These two
types of factors operate independently and have different effects on job satisfaction and
performance.
Hygiene factors are considered extrinsic elements of the job environment. They include aspects
such as salary, company policies, job security, working conditions, the quality of supervision,
and relationships with colleagues. These factors do not necessarily lead to higher levels of
motivation or satisfaction when present; however, their absence can cause significant
dissatisfaction. For example, an employee who feels underpaid or works in poor conditions may
become unhappy or disengaged, even if the work itself is interesting. Therefore, hygiene factors
are essential to prevent dissatisfaction, but they are not sufficient to create motivation or
fulfillment on their own.
On the other hand, motivation factors are intrinsic to the job itself. These include elements such
as achievement, recognition, the nature of the work, responsibility, opportunities for
advancement, and personal growth. When these factors are present, they lead to increased
motivation, job satisfaction, and improved performance. Unlike hygiene factors, the absence of
motivation factors does not necessarily cause dissatisfaction, but it can result in a lack of
engagement or enthusiasm. Employees are most likely to feel inspired and committed when they
find the work meaningful and are recognized for their contributions.
In summary, the key difference between hygiene factors and motivation factors lies in their
impact on job satisfaction and motivation. Hygiene factors are necessary to prevent
dissatisfaction, but they do not lead to higher motivation. In contrast, motivation factors directly
contribute to satisfaction and drive individuals to perform better. Herzberg’s theory highlights
the importance of addressing both sets of factors in the workplace: ensuring that basic needs and
fair conditions are met, while also providing opportunities for personal and professional growth.
visual summary.
