Herzberg’s Two-Factor Theory Herzberg’s et al. (1959) motivation-hygiene theory, also referred to as the two factor theory or dual-factor theory, was the conceptual framework for this study. Employee job satisfaction is necessary for employee retention and the reduction of employee turnover in organizations (Lu et al., 2016; Torres, 2014). Bryant and Allen (2016) and Franco (2016) noted that employee job dissatisfaction negatively affected the retention of an organization’s workforce. Herzberg et al. noted there are two separate continua; job satisfaction and job dissatisfaction, in the motivation-hygiene theory, and different factors distinctly influence job satisfaction or job dissatisfaction (Herzberg et al., 1959). Herzberg reviewed motivation factors and hygiene factors in relation to employee job satisfaction Workplace motivators are factors that relate employees to the content of their jobs (Herzberg, 1974). Motivators, otherwise known as satisfiers, include (Herzberg, 1974; Vijayakumar & Saxena, 2015).
(a) recognition,
(b) growth opportunity,
(c) achievement,
(d) advancement, and
(e) responsibility.
Workplace hygiene factors include the treatment of employees related to the context of their job and represent environmental and preventive safety conditions of work (Herzberg, 1974).
Hygiene factors, otherwise referred to as dissatisfiers, include (Herzberg, 1974; Vijayakumar & Saxena, 2015).
(a) salary,
(b) interpersonal relationships at work,
(c) company policies,
(d) organizational administration,
(e) working conditions,
(f) supervision, and
(g) job security
Herzberg suggested that satisfiers increase employee retention, whereas dissatisfiers (e.g., low salary or poor working conditions) increase employee turnover.
The two-factor continuum is not designed to produce only job satisfaction or dissatisfaction (Herzberg et al., 1959). The satisfaction and dissatisfaction levels of an employee can remain neutral when the employee senses no satisfiers or dissatisfiers (Herzberg, 1968). Herzberg noted that satisfaction and dissatisfaction are not the obverse of each other. The opposite of job satisfaction is not job dissatisfaction; rather, the opposite of job satisfaction is no job satisfaction. Additionally, the opposite of job dissatisfaction is not job satisfaction, but rather no job dissatisfaction. Herzberg (1968) stated “the fact that job satisfaction is made up of two unipolar traits is not unique, but it remains a difficult concept to grasp” (pp. 75–76). The concept is difficult to understand but important in the comprehension of the two-factor theory. Bell, Sutanto, Baldwin, and Holloway (2014) provided an example referencing an employee receiving a pay raise and different pay scales. Although the pay raise may assist the employee in a short-term motivation or satisfaction effect, salary (being a hygiene factor) has no capacity to alleviate any dissatisfaction. Herzberg (1968) noted that hygiene factors are incapable of providing employees with any motivation or job satisfaction.
Selesho and Naile (2014) examined the effect of satisfiers (e.g., job advancement, promotional prospect) and dissatisfiers (e.g., salaries) on employee retention using Herzberg’s two-factor theory as the framework for their study. Selesho and Naile conducted a mixed-methods study with employees from universities in South Africa to examine factors that influence retention rates. Selesho and Naile analyzed factors that are essential to retaining employees and reducing turnover. The participants indicated that the most influential factor when retaining employees is job satisfaction (Selesho & Naile, 2014). Selesho and Naile concluded that salaries, job advancement, and professional development would cause job dissatisfaction when organizational leadership does not meet these specific factors. Selesho and Naile emphasized the importance of organizational leadership’s ability to develop and execute employee retention strategies that increase job satisfaction and motivation.
Reference List
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Bryant, P. C., & Allen, D. G. (2013). Compensation, benefits and employee turnover: HR strategies for retaining top talent. Compensation & Benefits Review, 45, 171–175. doi:10.1177/0886368713494342
Franco, G. E. (2016). Productivity standards: Do they result in less productive and satisfied therapists? The Psychologist-Manager Journal, 19(2), 91–106. doi:10.1037/mgr0000041
Herzberg, F. (1968). Work and the nature of man. London, England: Staples Press
Herzberg, F. (1974). Motivation-hygiene profiles: Pinpointing what ails the organization. Organizational Dynamics, 3(2), 18–29. doi:10.1016/0090- 2616(74)90007-2
Selesho, J., & Naile, I. (2014). Academic staff retention as a human resource factor: University perspective. International Business & Economics Research Journal, 13, 295–304. doi:10.19030/iber.v13i2.8444
Torres, E. N. (2014). Deconstructing service quality and customer satisfaction: Challenges and directions for future research. Journal of Hospitality Marketing & Management, 23(6), 652–677. doi:10.1080/19368623.2014.846839
Vijayakumar, V. S. R., & Saxena, U. (2015). Herzberg revisited: Dimensionality and structural invariance of Herzberg’s two factor model. Journal of the Indian Academy of Applied Psychology, 41, 291–298. Retrieved from http://www.jiaap.org
