The motivation of employees is a key element of management. However, when it comes to motivation at work, human beings are complex. It is up to the manager to find the levers that will hit the mark. Herzberg's theory provides some food for thought on the subject.
Presentation of the theory
Frederick Herzberg's theory - or theory of the 2 motivational factors - states that all motivation is based on optimal satisfaction induced by 2 types of factors:
hygiene factors - physiological or external: specific to all human beings, they refer in particular to working conditions. They can influence dissatisfaction and discontent. The absence of these factors - or their disappearance - cannot alone generate motivation.
motor factors - psychological or internal: specific to each person, very personal, they refer to personal development and are a source of motivation if the individual does not experience any dissatisfaction at the same time.
According to this eminent American psychologist in the 1950s, also a professor of management, satisfaction and dissatisfaction are neither linked nor contrary. Each of these feelings acting completely independently.
This theory, which is sometimes strongly criticized, nevertheless has the merit of highlighting the complexity of human nature, particularly in terms of motivation.
Herzberg's equation
Frederick Herzberg believes that lack of satisfaction does not necessarily mean dissatisfaction. According to him, to motivate, you need absence of dissatisfaction and satisfaction. Hence the equation:
Motivation = Absence of dissatisfaction + Satisfaction
Herzberg and Maslow
Maslow 's pyramid draws the analysis made by its creator as to the motivations of human beings which would arise in internal needs to be satisfied hierarchized in 5 levels: physiological needs, security, belonging, esteem and accomplishment of self. Needs at the bottom of the pyramid should be met first.
Herzberg, for his part, detaches himself from this hierarchy of needs and affirms that purely external factors (hygiene) cannot alone generate motivation. At best, they avoid dissatisfaction and/or dissatisfaction and can give rise to some satisfaction. Similarly, internal drivers generate satisfaction, but are not responsible for dissatisfaction. At worst, they induce dissatisfaction.
For Herzberg, the motivation of an individual emanates when his physiological needs (hygiene) are sufficiently satisfied to generate satisfaction and his psychological needs (motors) also find the answers to their expectations.
In other words, Herzberg believes that it is not enough to “materially” motivate an individual, but that it is also necessary for the company to take into account their psychological needs and aspirations in order for them to perform well. And that all of this is defined and integrated into the organization and distribution of the various positions in the company.
The theory in detail
The 2 motivating factors at work
To effectively motivate individuals, Herzberg believes that it is necessary not only to fulfill some of their hygiene needs in order to avoid discontent and dissatisfaction, but also to turn on some internal motors.
Hygiene Factors - Dissatisfaction
External to the individual, these factors would push employees to move forward, but would not be a source of real motivation. They fill certain needs - which, if not present, induce frustration, dissatisfaction and dissatisfaction - without generating real motivation.
These agents include:
- working conditions,
- team atmosphere, service,
- remuneration,
- management styles,
- relations with the supervisor and colleagues,
- etc
Satisfaction factors - Motivation
These driving forces would encourage employees to make the necessary efforts and surpass themselves in order to meet their internal needs:
- interest of the various tasks and missions entrusted,
- autonomy and responsibilities,
- development prospects, promotion,
- recognition of the work accomplished,
- challenges, challenges, etc.
Motivating Effectively with Herzberg's Theory
Four possible combinations at work:
High degree of hygiene (no or very little dissatisfaction) and high degree of motivation : this is the ideal situation. Employee motivation is at its peak and complaints are rare if not non-existent.
High degree of hygiene and low degree of motivation : the employees have few demands, but are not necessarily motivated. They perceive their job as being "food".
Low degree of hygiene (many dissatisfactions) and high degree of motivation : the employees are motivated, their missions are sufficiently interesting, but the working conditions, the working atmosphere or even the salaries are not satisfactory.
Low level of hygiene and low level of motivation : here is the worst situation. Not only is the motivation of employees at half mast, but there are also many criticisms.
If acting on hygiene factors - and therefore limiting dissatisfaction without affecting the organizational structure of the company too much - often only has a short-term impact, improving motivation factors (drivers) is an option. which has a more lasting effect over time. But which nevertheless requires greater investment and profound changes within the company.
Based on this observation, the manager must adapt - sometimes revise - his posture in order to limit dissatisfaction and/or dissatisfaction linked to hygiene factors, and above all develop the driving factors.
He can thus explore the following avenues to motivate his troops and increase performance.
- Strengthen the bonds within the team,
- Be available , listen to your team,
- Adequately orchestrate talents (positions and remuneration in line with skills),
- Establish a climate of trust ,
- etc
Promote satisfaction
- Encourage autonomy and decision-making ,
- Empower , involve more,
- Valuing, recognizing work and talents at their true values,
- Offer development opportunities ,
- Develop talents and skills (training, coaching, etc.),
- etc
Motivating is a constant job for the manager or company director. The objective is to limit dissatisfaction as much as possible for the benefit of satisfaction.
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