Frederick Herzberg
Frederick Herzberg was an American
psychologist who developed the TwoFactor Theory of motivation in the 1950s.
Herzberg was a professor of management
at Case Western Reserve University and
was known for his research on job
satisfaction and motivation in the
workplace.
Herzberg’s Theory of Motivation
Herzberg's Two-Factor Theory is a
motivation theory that suggests
that there are two types of factors
that influence job satisfaction and
motivation in the workplace:
 hygiene factors
 motivators.
Hygiene Factors
Hygiene factors, in Herzberg's TwoFactor Theory, are the basic, foundational
factors that must be met in order for
employees to feel satisfied and
motivated in their jobs. These factors are
also sometimes referred to as
dissatisfies, as their absence or
inadequacy can lead to job
dissatisfaction and a lack of motivation.
Examples of hygiene factors include:
 Salary and benefits: Employees need to
feel that they are being fairly
compensated for their work, and that
their benefits package is sufficient for
their needs.
 Working conditions: Employees need to
have a safe, comfortable, and wellequipped work environment in order to
do their jobs effectively.
Cont..
Company policies: Employees need to
feel that the company's policies and
procedures are fair, transparent, and
consistent.
 Job security: Employees need to feel
that their jobs are stable and that they
are not at risk of being laid off or
terminated without cause.
Cont..
 Relationships with colleagues:
Employees need to have positive
relationships with their colleagues in
order to feel supported and engaged in
their work.
Advantages of Hygiene Factor of
Herzberg's theory to the organization
The advantages of hygiene factors, as outlined
in Herzberg's Two-Factor Theory, are that they
provide a foundation for job satisfaction and
motivation in the workplace. By meeting the
basic needs of employees, organizations can
create a more stable and supportive work
environment, which can lead to a number of
benefits, including:
 Reduced turnover: When employees feel that
their basic needs are being met, they are
more likely to stay with the organization longterm. This can help reduce turnover and the
associated costs of recruiting and training new
employees.
 Improved morale: When employees feel that
their basic needs are being met, they are
more likely to feel satisfied and engaged in
their work. This can improve overall morale
and create a more positive work environment.
 Increased productivity: When employees feel
satisfied and engaged in their work, they are
more likely to be productive and perform at
their best. This can lead to increased efficiency
and output for the organization.
 Enhanced reputation: When employees feel
that their basic needs are being met, they are
more likely to speak positively about the
organization to others. This can help enhance
the organization's reputation as an employer
of choice.
Motivators, in Herzberg's Two-Factor
Theory
 Motivators, in Herzberg's Two-Factor
Theory, are the factors that lead to job
satisfaction and motivation in the
workplace. Unlike hygiene factors, which
are necessary but not sufficient for job
satisfaction and motivation, motivators
are directly related to the work itself and
the satisfaction employees derive from it.
Examples of motivators
 Recognition: Employees feel motivated
when they receive recognition and praise
for their work from their supervisors and
colleagues.
 Achievement: Employees feel motivated
when they are given challenging tasks
and responsibilities that allow them to
use their skills and abilities to the fullest.
Cont..
 Responsibility: Employees feel motivated
when they are given a sense of ownership and
control over their work, and are trusted to
make decisions and take initiative.
 Opportunities for growth and development:
Employees feel motivated when they are
given opportunities to learn new skills, take on
new challenges, and advance in their careers.
Advantages of motivators factors of
Herzberg's theory of motivation to
the organization
 Enhanced creativity and innovation:
When employees are given challenging
tasks and opportunities to use their skills
and abilities, they are more likely to be
creative and innovative in their work.
This can lead to new ideas and solutions
for the organization.
Cont..
 Improved quality of work: When
employees are motivated, they are more
likely to take pride in their work and
strive for excellence. This can lead to
improved quality of work and better
outcomes for the organization.
Cont..
 Increased employee retention: When
employees are motivated and satisfied in
their work, they are more likely to stay
with the organization long-term. This can
help reduce turnover and the associated
costs of recruiting and training new
employees.
Expectancy theory of Motivation
 Victor Vroom is credited with
developing Expectancy Theory in the late
1960s. Vroom was a psychologist
and business professor at the Yale School
of Management and his theory has had a
significant impact on the field
of organizational behavior and
management.
Expectancy Theory is based on the idea
that individuals are motivated by their
expectations of the outcomes of their
behavior, and has been widely applied in
various contexts, including the
workplace, education, and healthcare.
Expectancy Theory
 Expectancy Theory is a motivation theory that
proposes that individuals are motivated by
their expectations of the outcomes of their
behavior. According to this theory, individuals
are more likely to engage in behaviors that
they believe will lead to positive outcomes
and avoid behaviors that they believe will lead
to negative outcomes
Expectancy Theory is based on three
key elements:
Expectancy: This refers to an individual's
belief that their effort will lead to high
performance. In other words, individuals
are more likely to engage in behaviors
that they believe will lead to successful
performance.
 Instrumentality: This refers to an
individual's belief that high performance
will lead to certain outcomes. In other
words, individuals are more likely to
engage in behaviors that they believe will
lead to desirable outcomes.
 Valence: This refers to the value that an
individual places on the potential
outcomes of their behavior. In other
words, individuals are more likely to
engage in behaviors that they believe will
lead to outcomes that they value.
 According to Expectancy Theory,
individuals will be most motivated when
they believe that their effort will lead to
high performance, which will in turn lead
to desirable outcomes that they value.
For example, an employee who believes
that their hard work will lead to a
promotion and a higher salary is more
likely to be motivated to perform well
than an employee who does not believe
that their efforts will be rewarded.
 Expectancy Theory emphasizes the
importance of understanding and
addressing individuals' expectations and
perceived outcomes in order to promote
motivation in the workplace.
Examples of Expectation theory of
motivation
 Salary Increase: An employee who
believes that working harder and
achieving better performance will lead to
a higher salary increase is more likely to
be motivated to perform well than an
employee who does not believe that
their effort will be rewarded with a salary
increase.
 Promotion: An employee who believes
that high performance will lead to a
promotion is more likely to be motivated
to perform well than an employee who
does not believe that their effort will be
rewarded with a promotion
Recognition: An employee who believes
that high performance will lead to
recognition from their supervisor or
colleagues is more likely to be motivated
to perform well than an employee who
does not believe that their effort will be
recognized.
 Training and Development: An employee
who believes that high performance will lead
to opportunities for training
and development is more likely to be
motivated to perform well than an employee
who does not believe that their effort will be
rewarded with such opportunities.
 Feedback: An employee who believes
that their efforts will be recognized and
that they will receive constructive
feedback on their performance is more
likely to be motivated to perform well
than an employee who does not believe
that their effort will be recognized or that
they will receive feedback.
Example of how Expectancy Theory
can be applied in a workplace
 Let's say that a sales manager wants to
motivate their sales team to increase
their sales performance. Using
Expectancy Theory, the sales manager
can take the following steps:
1. Clearly communicate expectations
The sales manager can communicate
clear performance expectations to
the sales team, such as a target sales
revenue goal for the quarter.
2. Provide the necessary resources
 The sales manager can ensure that
the sales team has the necessary
resources, such as training
and development opportunities,
sales tools, and support from other
departments.
3. Link high performance to desirable
outcomes:
 The sales manager can link high
performance to desirable outcomes
that the sales team values, such as
bonuses, commission, recognition,
and opportunities for advancement.
4. Monitor and provide feedback
 The sales manager can monitor the
sales team's performance and
provide regular feedback on their
progress towards achieving the sales
revenue goal.
By addressing these key elements of
Expectancy Theory, the sales manager
can create a motivating work
environment that encourages the sales
team to work hard and perform at a high
level in order to achieve desirable
outcomes that they value. This can lead
to increased sales performance,
improved morale, and better outcomes
for the organization.